HomeMy WebLinkAboutBOARD STANDING COMMITTEES - 02282022 - FHS Cte Agenda PktFAMILY & HUMAN SERVICES
COMMITTEE
February 28, 2022
9:00 A.M.
To slow the spread of COVID-19, in lieu of a public gathering, the meeting will be accessible
via Zoom to all members of the public as permitted by Government Code section 54953(e).
PUBLIC ACCESS TO THIS MEETING IS AVAILABLE BY CALLING IN DURING THE
MEETING BY DIALING (888) 278-0254 (US Toll Free) FOLLOWED BY THE ACCESS CODE
985922#, OR VIA THE FOLLOWING ZOOM LINK:
https://cccounty-us.zoom.us/j/89198002363?pwd=U09DNkIvM2tmWHZhcThMOUZEQ0hCUT09
Supervisor Diane Burgis, Chair
Supervisor Candace Andersen, Vice Chair
Agenda Items:Items may be taken out of order based on the business of the day and preference of the Committee
1.Introductions
2.Public comment on any item under the jurisdiction of the Committee and not on this agenda (speakers may be
limited to three minutes).
3.RECOMMEND to the Board of Supervisors the appointment of Sharon Sakai-Miller to the At-Large Seat #20 and
Dale Harrington to the At-Large Seat #13 on the Contra Costa Advisory Council on Aging (ACOA) with terms
expiring September 30, 2022, and the appointments of George Lee and Mike Awadall to Alternate At-Large seats
on the ACOA with terms expiring September 30, 2023, as recommended by the Employment and Human Services
Department.
4.RECOMMEND to the Board of Supervisors the appointment of the following individuals to the Local Planning
and Advisory Council for Early Care and Education seat as follows with terms expiring April 30, 2022: Silvana
Mosca-Carreon, Child Care Provider 1 – West County; Brenda Brown, Child Care Provider 2 – Central/South
County; Jacqueline Smith, Child Care Provider 3 - Central/South County; Crystal McClendon-Gourdine,
Community 1 – West County; Stacey Norman, Community 2 - Central/South County; Phelicia Lang, Community
4 – East County; Laura Rodriguez, Discretionary 4 – West County; John Moon, Public Agency 3 - Central/South
County; and appoint the following individuals to the Local Planning and Advisory Council for Early Care and
Education with terms expiring on April 30, 2024: Rachel Fogelman, Public Agency 4 – East County; Amy
Mockoski, Discretionary 2 – Central/South County, as recommended by the County Office of Education.
5.RECOMMEND to the Board of Supervisors the appointment of Martha Carter to the Member At-Large Seat 6 and
Nicolette Schumacher to the Member At-Large Alternate 3 on the Alcohol and Other Drugs Advisory Board with
terms expiring on June 30, 2025, as recommended by the Health Services Department.
6.ACCEPT the 2021 Needle Exchange Update report and DIRECT staff to forward the report to the Board of
Supervisors for their information, as recommended by the Health Services Department.
7.ACCEPT the 2021 Quarter 3 and Quarter 4 reports from the Council on Homelessness, and DIRECT staff to
forward the reports to the Board of Supervisors for acceptance, as recommended by the Health Services
Department.
8.ACCEPT status report on fiscal administration for the Commission for Women and Girls and CONSIDER
recommending to the Board of Supervisors approval of the attached amended Commission bylaws. (Julie Enea
and Monica Carlisle, County Administrator's Office)
FHS Agenda Packet Page 1 of 235
9.CONSIDER accepting the Health Services Department Public Health Division reports on Family and Human
Services Referral Nos. 118 Policy Options for Protecting Youth from Tobacco Influences in the Retail
Environment and 82 Secondhand Smoke Protections Ordinance, and directing staff to forward the reports to the
Board of Supervisors for their information. (Cedrita Claiborne, Community Wellness & Prevention Director)
10.The next meeting is currently scheduled for March 28, 2022.
11.Adjourn
The Family & Human Services Committee will provide reasonable accommodations for persons with disabilities planning to
attend Family & Human Services Committee meetings. Contact the staff person listed below at least 72 hours before the
meeting.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by the County to a
majority of members of the Family & Human Services Committee less than 96 hours prior to that meeting are available for
public inspection at 1025 Escobar St., 4th Floor, Martinez, during normal business hours.
Public comment may be submitted via electronic mail on agenda items at least one full work day prior to the published meeting
time.
For Additional Information Contact:
Enid Mendoza, Committee Staff
Phone (925) 655-2051
Enid.Mendoza@cao.cccounty.us
FHS Agenda Packet Page 2 of 235
FAMILY AND HUMAN SERVICES COMMITTEE 3.
Meeting Date:02/28/2022
Subject:Appointments to the Advisory Council on Aging
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: Appointments to Advisory Bodies
Presenter: N/A Contact: Anthony Macias, 925.602.4175
Referral History:
On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1 adopting policy amendments governing
appointments to boards, committees, and commissions that are advisory to the Board of Supervisors. Included in this resolution
was a requirement that applications for at-large/countywide seats be reviewed by a Board of Supervisors committee.
The Advisory Council on Aging (ACOA) provides a means for county-wide planning, cooperation and coordination for
individuals and groups interested in improving and developing services and opportunities for the older residents of this County.
The Council provides leadership and advocacy on behalf of older persons and serves as a channel of communication and
information on aging.
The Advisory Council on Aging consists of 40 members serving 2 year staggered terms, each ending on September 30. The
Council consists of representatives of the target population and the general public, including older low-income and military
persons; at least one-half of the membership must be made up of actual consumers of services under the Area Plan. The
Council includes: 19 representatives recommended from each Local Committee on Aging, 1 representative from the Nutrition
Project Council, 1 Retired Senior Volunteer Program, and 19 Members at-Large.
Pursuant to the ACOA Bylaws, the ACOA may recommend for appointment up to four (4) alternate Member-at-Large (MAL)
members, who shall serve and vote in place of members (City or MAL) who are absent from, or who are disqualifying
themselves from participating in a meeting of the ACOA.
The Area Agency on Aging, the ACOA and the Clerk of the Board, using Contra Costa TV (CCTV), assisted with recruitment.
Area Agency on Aging staff has encouraged interested individuals including minorities to apply through announcements
provided at the Senior Coalition meetings and at the regular monthly meetings of the ACOA. The Contra Costa County
Employment and Human Services Department (EHSD) website contains dedicated web content where interested members of
the public are encouraged to apply. The website provides access to the Board of Supervisors' official application with
instructions on whom to contact for ACOA related inquiries, including application procedures.
Referral Update:
The Contra Costa Area Agency on Aging (AAA) recommends the following individuals for appointment to Member At-Large
Seats assigned to the Contra Costa Advisory Council on Aging (ACOA) with terms expiring on September 30, 2022:
Member At-Large Seat #20: Sharon Sakai-Miller
Member At-Large Seat #13: Dale Harrington
The Contra Costa Area Agency on Aging (AAA) recommends the following individuals for appointment to Alternate Member
At-Large Seats (MAL) assigned to the Contra Costa Advisory Council on Aging (ACOA) with terms expiring on September
30, 2023:
Alternate Member At-Large Seat: George Lee
FHS Agenda Packet Page 3 of 235
Alternate Member At-Large Seat: Mike Awadalla
Mrs. Sakai-Miller submitted an application for ACOA membership dated 08/25/2021 that is provided as a separate attachment.
The ACOA Membership Committee interviewed Mrs. Sakai-Miller on 10/20/2021. The Membership Committee recommended
Mrs. Sakai-Miller to the ACOA Executive Committee to fill MAL#20 seat. The ACOA Executive Committee approved Mrs.
Sakai-Miller to fill MAL#20 at their 12/1/2021 meeting. Members of the ACOA voted unanimously to approve Mrs.
Sakai-Miller’s appointment to MAL#20 seat at their 12/15/2021 meeting.
Mr. Dale Harrington submitted an application for ACOA membership dated April 29, 2021 that is provided as a separate
attachment. The ACOA Membership Committee interviewed Mr. Harrington on August 25, 2021. The Membership Committee
recommended Mr. Harrington to the ACOA Executive Committee to fill MAL#13 seat. The ACOA Executive Committee
approved Mr. Harrington to fill MAL#13 at their meeting on February 2, 2022. Members of the ACOA voted unanimously to
approve Mr. Harrington’s appointment to MAL#13 seat at their meeting on February 16, 2022.
Mr. George Lee submitted an application for ACOA membership dated 08/16/2021 that is provided as a separate attachment.
The ACOA Membership Committee interviewed Mr. Lee on 09/15/2021. The Membership Committee recommended Mr. Lee
to the ACOA Executive Committee to fill an Alternate MAL seat. The ACOA Executive Committee approved Mr. Lee to fill
an Alternate MAL at their 12/1/2021 meeting. Members of the ACOA voted unanimously to approve Mr. Lee’s appointment to
an Alternate MAL seat at their 12/15/2021 meeting.
Mr. Mike Awadalla submitted an application for ACOA membership dated 04/22/2021 that is provided as a separate
attachment. The ACOA Membership Committee interviewed Mr. Awadalla on 08/25/2021. The Membership Committee
recommended Mr. Awadalla to the ACOA Executive Committee to fill an Alternate MAL seat. The ACOA Executive
Committee approved Mr. Awadalla to fill an Alternate MAL at their 12/1/2021 meeting. Members of the ACOA voted
unanimously to approve Mr. Awadalla’s appointment to an Alternate MAL seat at their 12/15/2021 meeting.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of the following individuals to Member At-Large seats on the
Contra Costa Advisory Council on Aging (ACOA) with terms expiring on September 30, 2022:
Member at Large Seat #20: Sharon Sakai-Miller
Member at Large Seat #13: Dale Harrington
RECOMMEND to the Board of Supervisors the appointment of the following individuals to Alternate Member At-Large seats
on the Contra Costa Advisory Council on Aging (ACOA) with terms expiring on September 30, 2023:
Alternate Member at Large Seat: George Lee
Alternate Member at Large Seat: Mike Awadalla
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
ACOA Roster
Sharon Sakai-Miller Application
Dale Harrington Application
George Lee Application
Mike Awadalla Application
FHS Agenda Packet Page 4 of 235
Advisory Board Seat Title Term Expiration DateCurrent Incumbent
Incumbent
Supervisor
District
BoS Appointment
Date
Advisory Council on Aging Nutrition Project Council 9/30/2022 Vacant
Advisory Council on Aging At-Large 1 9/30/2022 Reed, Penny I 12/8/2020
Advisory Council on Aging At-Large 2 9/30/2022 Krohn, Shirley IV 10/25/2020
Advisory Council on Aging At-Large 3 9/30/2023 Butler, Rhoda III 10/19/2021
Advisory Council on Aging At-Large 4 9/30/2022 Shafiabady, Sara V 10/25/2020
Advisory Council on Aging At-Large 5 9/30/2022 Card, Deborah V 10/25/2020
Advisory Council on Aging At-Large 6 9/30/2022 Lipson, Steve I 10/25/2020
Advisory Council on Aging At-Large 7 9/30/2022 Selleck, Summer IV 10/25/2020
Advisory Council on Aging At-Large 8 9/30/2022 Leasure, Nancy II 10/25/2020
Advisory Council on Aging At-Large 9 9/30/2023 Richards, Gerald V 10/19/2021
Advisory Council on Aging At-Large 10 9/30/2022 Tobey, Terri II 10/25/2020
Advisory Council on Aging At-Large 11 9/30/2023 Bhambra, Jagjit V 10/19/2021
Advisory Council on Aging At-Large 12 9/30/2022 Neemuchwalla, Nuru IV 10/25/2020
Advisory Council on Aging At-Large 13 9/30/2022 Vacant IV
Advisory Council on Aging At-Large 14 9/30/2023 Yee, Dennis IV 10/19/2021
Advisory Council on Aging At-Large 15 9/30/2022 Bruns, Mary IV 10/25/2020
Advisory Council on Aging At-Large 16 9/30/2023 O'Toole, Brian IV 10/19/2021
Advisory Council on Aging At-Large 17 9/30/2022 Donovan, Kevin D.II 10/25/2020
Advisory Council on Aging At-Large 18 9/30/2022 Wener, Michael II 11/2/2021
Advisory Council on Aging At-Large 19 9/30/2023 Kleiner, Jill II 10/25/2020
Advisory Council on Aging At-Large 20 9/30/2023 Vacant I
Advisory Council on Aging Local Committee Antioch 9/30/2022 Fernandez, Rudy III 10/25/2020
Advisory Council on Aging Local Committee Brentwood 9/30/2023 Kee, Arthur III 10/19/2021
Advisory Council on Aging Local Committee Clayton 9/30/2023 Berman, Michelle IV 10/19/2021
Advisory Council on Aging Local Committee Concord 9/30/2023 Haberkorn, John IV 11/2/2021
Advisory Council on Aging Local Committee Danville 9/30/2023 Donnelly, James II 10/19/2021
Advisory Council on Aging Local Committee El Cerrito 9/30/2022 Vacant I
Advisory Council on Aging Local Committee Hercules 9/30/2022 Doran, Jennifer V 10/25/2020
Advisory Council on Aging Local Committee Lafayette 9/30/2023 Partridge, Erin II 10/19/2021
FHS Agenda Packet Page 5 of 235
Advisory Board Seat Title Term Expiration DateCurrent Incumbent
Incumbent
Supervisor
District
BoS Appointment
Date
Advisory Council on Aging Local Committee Martinez 9/30/2022 Vacant
Advisory Council on Aging Local Committee Moraga 9/30/2023 Aufhauser, Martin II 6/16/2020
Advisory Council on Aging Local Committee Oakley 9/30/2023 Rigsby, Michael III 12/14/2021
Advisory Council on Aging Local Committee Orinda 9/30/2023 Evans, Candace II 10/19/2021
Advisory Council on Aging Local Committee Pinole 9/30/2022 Vacant
Advisory Council on Aging Local Committee Pittsburg 9/30/2023 Carterelliott, Kacey V 10/19/2021
Advisory Council on Aging Local Committee Pleasant Hill 9/30/2023 Van Ackeren, Lorna IV 10/19/2021
Advisory Council on Aging Local Committee Richmond 9/30/2022 Smith, Frances I 10/25/2020
Advisory Council on Aging Local Committee San Pablo 9/30/2022 Vacant
Advisory Council on Aging Local Committee San Ramon 9/30/2022 Vacant II
Advisory Council on Aging Local Committee Walnut Creek 9/30/2023 Freitag, Eric IV 10/19/2021
Term length: 24 months
FHS Agenda Packet Page 6 of 235
I Print Form I
Please return completed applications to:
Contra
Costa
County
Clerk of the Board of Supervisors
1025 Escobar Street, 1st Floor
Martinez, CA 94553
or email to: ClerkoITheBoard@cob.cccounty.us
BOARDS, COMMITTEES. AND COMMISSIONS APPLICATION
First Name I Sharon
Home Address -Street .----------,
Phone (best number to reach you)
Resident of Supervisorial District:
City
lsan Ramon
Last Name I Sakai-Miller
Email
Zip Code
194583
EDUCATION Check appropriafi:..liex if you possess one of the following:
LJ High School Diploma LJCA High School Proficiency Certificate LJG.E.D. Certificate
Colleges or Universities Attended Course of Study/Major Degree Awarded
University of Hawaii Japanese Language l!I Yes
Pepperdine University M.A., Educational Technology l!I Yes
Pepperdine Univ ersity Ed.D, Educational Technology l!I Yes
Other Training Completed: I Multiple Subject Teaching Credential; Administrative Credential in Education
Board, Committee or Commission Name Seat Name
□No□No□No
IACOA r!M_e_m_b_e-ra_t_L-ar-ge ______________ ___
Have you ever attended a meeting of the advisory board for which you are applying?
D No l!I Yes If yes, how many? rl 1aa..o
Please explain why you would like to serve on this particular board, committee, or commission.
I currently serve as the ACOA representative for the City of San Ramon and am committed to
working on and completing the new ACOA website of resources for older adults. I realize that I
can continue working on the Technology Wor kgroup without serving on the advisory board, but I
believe serving as a member at large would give me a better perspective and greater impact.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I have served for a year on ACOA and found that my experience as an educator, school district
administrator, long time resident of Contra Costa County (40 years), and conservator for a super senior
allows me a solid foundation to be a contributing member. I attended school board meetings for more than
5 years so I have a good understanding of how advisory boards work. When I served as a Technology
Coordinator for CCCOE many years ago and I gained a good working knowledge of the cities and towns in
the County.
I am including my resume with this application:
Please check one: □Yes Ii!!!! No
I would like to be considered for appointment to other advisory bodies for which I may be qual ified.
Please check one: □Yes □No
THIS FORM IS A PUBLIC DOCUMENT
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Contra Costa County Boards & Commissions
Application Form
Profile
George
First Name
Pittsburg
City
N
Middle Initial
Resident of Supervisorial District:
17 District 5
Do you work in Contra Costa County?
r Yes r: No
If Yes, in which District do you work?
Education
Lee
Last Name
Select the option that applies to your high school educatio n *
17 High School Diploma
College/ University A
Name of College Attended
Florida Intl University
Degree Type/ Course of Study / Major
BBA/Marketi ng
Degree Awarded?
r.Yes r No
George N Lee
�. fli'J' Submit Dalee Aug 16, 2021
Suite or Apt
CA 94565
State Postal Code
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I Print Form I
Please return completed applications to:
Contra
Costa
County
Clerk of the Board of Supervisors
1025 Escobar Street, 1st Floor
Martinez, CA 94553
or email to: ClerkofTheBoard@cob.cccounty.us
BOARDS1 COMMITTEES, AND COMMISSIONS APPLICATION
First Name IMike Home Address -Street �-------,
Phone (best number to reach you) ______ ___, Resident of Supervisorial District:
EDUCATION
Last Name
)Awadalla City !Walnut CreekEmail
4
Zip Code
!94598
I vi High School Diploma CA High School Proficiency Certificate Check approprialJox if you possess one of the following: nG.E.D. Certificate
Colleges or Universities Attended San Francisco State University
Other Training Completed:
Course of Study/Major
Microbiology
!certified Senior Advisor (CSA)
Board, Committee or Commission Name Seat Name
Degree Awarded iii Yes D No
D Yes D No
D Yes D No
!ACOA ,_IW_al_n_ut_C�-e-ek_S_e_a_t ____________ ___
Have you ever attended a meeting of the advisory board for which you are applying?
D No iii Yes lfyes, how many? ,..:!1::...0-+ _________ ....,
Please explain why you would like to serve on this particular board, committee, or commission.
From my work expirance for the last five years with CarePatrol, I have acquired knowledge
about isuues that afect the elderly. I am also trained as a senior care advisor.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application)
I have a BS in Microbiology. I worked as a Microbiologist for about 5 years. My second carrer
was a 20 years in the restaurant business. I owned three resatrants in San Francisco. I have sold
all three in 2015 after my dad was diagnosed with the Alzheimer's disease. My dad1s s ickness is
what got me in the senior care business. I served as a caregiver for my dad untill he passed in
2018. Currently, I am the owner of CarePatrol of Walnut Creek.
I am Including my resume with this application: Please check one: D Yes iii No
I would like to be considered for appointment to other advisory bodies for which I may be qualified. Please check one: iii Yes D No
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FAMILY AND HUMAN SERVICES COMMITTEE 4.
Meeting Date:02/28/2022
Subject:Appointments to the Local Planning and Advisory Council for Early Care and Education
(LPC)
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 25
Referral Name: Child Care Planning/Development Council Membership
Presenter: N/A Contact: Lara DeLaney, (925) 655-2057
Referral History:
The review of applications for appointments to the Contra Costa Local Planning Council for Child Care and Development was
originally referred to the Family and Human Services Committee by the Board of Supervisors on April 22, 1997.
The Local Planning and Advisory Council for Early Care and Education (LPC) coordinates programs and services affecting
early childcare and education, including recommendations for the allocation of federal funds to local early childcare and
education programs.
The LPC consists of 20 members: 4 consumer representatives - a parent or person who receives or has received child care
services in the past 36 months; 4 child care providers - a person who provides child care services or represents persons who
provide child care services; 4 public agency representatives - a person who represents a city, county, city and county, or local
education agency; 4 community representatives - a person who represents an agency or business that provides private funding
for child care services or who advocates for child care services through participation in civic or community based
organizations; and 4 discretionary appointees - a person appointed from any of the above four categories or outside of those
categories at the discretion of the appointing agencies.
Terms of appointment are 3 years.
Referral Update:
The Local Planning and Advisory Council for Early Care and Education (LPC) and County Superintendent of Schools for
Contra Costa County have reviewed the attached applications and determined that the applicants meet the eligibility
requirements and request that the Family and Human Services Committee recommend their appointments to the Board of
Supervisors.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of the following individuals to the Local Planning and Advisory
Council for Early Care and Education seats and terms specified below:
Silvana Mosca-Carreon, Child Care Provider 1 – West County, term expires on 4/30/2022
Brenda Brown, Child Care Provider 2 – Central/South County, term expires on 4/30/2022
Jacqueline Smith, Child Care Provider 3 - Central/South County, term expires on 4/30/2022
Crystal McClendon-Gourdine, Community 1 – West County, term expires on 4/30/2022
Stacey Norman, Community 2 - Central/South County, term expires on 4/30/2022
Phelicia Lang, Community 4 – East County, term expires on 4/30/2022
Laura Rodriguez, Discretionary 4 – West County, term expires on 4/30/2022
John Moon, Public Agency 3 - Central/South County, term expires on 4/30/2022
Rachel Fogelman, Public Agency 4 – East County, term expires on 4/30/2024
Amy Mockoski, Discretionary 2 – Central/South County, term expires on 4/30/2024
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Fiscal Impact (if any):
There is no fiscal impact.
Attachments
LPC Appointments Memos
Silvana Mosca-Carreon Application
Brenda Brown Application
Jacqueline Smith Application
Crystal McClendon-Gourdine Application
Stacey Norman Application
Phelicia Lang Application
Laura Rodriguez Application
John Moon Application
Rachel Fogleman Application
Amy Mockoski Application
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I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my
knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this
application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may
cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County.
Signed:! I Date: jO 1/26/202 2 I
_.,.. -;• ............ --� --= .. ••::� .--�: ... _ .. --
Submit this application to: ClerkoffheBoard@cob.cccounty.us OR Clerk of the Board
1025 Escobar Street, 1st Floor
Martinez, CA 94553
Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at
C/erkofrheBoard@cob. cccounty. us
Important Information
l.This application and any attachments you provide to it is a public document and Is subject to the California Public Records Act (CA Government
Code §6250-6270).
2.All members of appointed bodies are required to take the advisory body training provided by Contra Costa County.
3.Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a
Form 700, and 2) complete the State Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by public transportation.
S.Meeting dates and times are subject to change and may occur up to two (2) days per month.
6.Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional
commitment of time.
7. As indicated In Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in
any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and
granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic
partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any
person with whom a Board Member shares a financial interest as defined In the Political Reform Act {Gov't Code §87103, Financial Interest), such as
a business partner or business associate.
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I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my
knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this
application is publicly accessible. I understand and agree that misstatements and/or ommissions of material fact may
cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County.
Slgned:I I Date: 101/31/2022
Submit this application to: ClerkofTheBoard@cob.cc county.us OR Clerk of the Board
1025 Escobar Street, 1st Floor
Martinez, CA 94553
Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at
ClerkofTheBoard@cob.cccounty.us
Important Information
1.This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government
Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County.
3.Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a
Form 700, and 2) complete the State Ethics Training Course as required by AB 1234.
4.Meetings may be held in various locations and some locations may not be accessible by public transportation.
S.Meeting dates and times are subject to change and may occur up to two (2) days per month.
6.Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional
commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in
any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and
granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic
partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any
person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as
a business partner or business associate.
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I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my
knowledge and belief, and are made in good faith. I acknowledge and understand that atl information in this
application is publicly accessible. I understand and agree that misstatements and/or ommlsslons of material fact may
cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County.
SUbmit this application to: ClerkofTheBoard@cob.cccounty.us OR Clerk of the Board
1025 Escobar Street, 1st Floor
Martinez, CA 94553
Questions about this application? Contact the Clerk of the Board at (925) 655-2000 or by email at
ClerkofTheBoard@cob.cccounty.us
Important Information
1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government
Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa C.OUnty.
3. Membefs of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a
Form 700, and 2) complete the State Ethics Training Course as required by AB 1234.
4. Meetings may be held In various locations and some locations may not be accessible by public transportation.
S. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or wor1c groups which may require an additional
commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of supervisors' member In
any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, rrandfather, grandson, and
granddaughter; (3) Husband, wife, father-In-law, mother-In-law, son�ln-law, daughter-ln-law, stepson, and stepdaughter; (4) Registered domestic
partner, pursuant to California Family Code section 297; (S) The relatives, as defined In 1 and 2 above, for a registered domestic partner; (6) Any
person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as
a business partner or business associate.
PAGE 3 of 3
THIS FORM IS A PUBLIC DOCUMENT FHS Agenda Packet Page 57 of 235
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I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my knowledge and belief, and are made in good faith. I acknowledge and understand that all information in this application is publicly accessible. I understand and agree that misstatements and/or ommlssions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County.
SJgned:I L Date: I ; I I Ja-1
Submit this application to: ClerkofTheBoard@cob.cccounty.us OR Clerk of the Board 1025 Escobar Street, 1st Floor Martinez, CA 94553
Questions about this application? Contact the Clerk of the Board at (925} 655-2000 or by email at
ClerkofTheBoard@cob.cccounty.us
Important Information
1.This application and any attachments you provide to it is a public document and is subject to the California Publlc Records Act (CA Government
Code §6250-6270).
2.All members of appointed bodies are required to take the advisory body training provided by Contra Costa County.
3.Members of certain boards, commissions, and committees may be required to: 11 file a Statement of Economic Interest Form also known as a
Form 700, and 2) complete the State Ethics Training Course as required by AB 1234.
4.Meetings may be held in various locations and some locations may not be accessible by public transportation.
5.Meeting dates and times are subject to change and may occur up to two (2) days per month.
6.Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional
commitment of time.
7.As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in
any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and
granddaughter; {3) Husband, wife, father-in-law, mother-in-law, son-in·law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic
part ner, pursuant to California Family Code section 297; (S) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any
person with whom a Board Member shares a financial Interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as
a business partner or business associate.
PAGE 3 of 3
THIS FORM IS A PUBLIC DOCUMENT
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I CERTIFY that the statements made by me in this application are true, complete, and correct to the best of my
knowle�ge and belief, a_nd are made in good faith. I ac::knov,,ledg�,and under�tand that all information In this
applicj!t ion·is publicly access! !:>le. I understand and agree that miss;atements and/or ommfssions of material fact may
cause forfeiture. of my rights to serve (!ri a bo�rd, corhmi�ee; or coh1missi�n lri Contra'. Costa County�
I Date: I 2/to/2022-I
Submit this applicatlo�·t�: ClerkofTheBoard@cob.cc�ounty.us OR Cie�k.of the.Board • · .. · · , .. 1025 Escobar Street, lsfFloor
Ma�ln!�lj 'CA 94S53 . . Questions about this (Jpp/icqtlon? Coritact th e Ct erk:oJ the Soard a.t (!125) 65�-2000 or by email at : · ClerkofTheB.oard@cob.c;a:ou,fty:us
Important Information
1.This applica.tlon and any attachments you provide to it is a publ!c document and is subject to �e California Public Records Act (CA Government
Code §�is0:-6270).
2.All members of appointed bodies are required to take the adylsory body training provided by.Contra Costa County.
3.Members of certain boards, commissions, and committees may be required to: 1) file a Statement of Economic Interest Form also known as a
Form 700; and 2) complete the State Ethics Training Course as required by AB 1234.
4.Meetings may be held in various locations and some locations may not;be accessible py public transportation.
S. Meeting dates and times are subject to change and may occur up to t�o (2) days perrnonth.. . . '
6.Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an addit!bnal
commitment of time.�
7.As Indicated i,:i Board Resoh.ltlon 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervi.sors' member In
any of the following relat)ooships: (1) Mother, father, son, ·and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and
granddaughter; t�) Husb�ild; wife, father-In-law, mother-In-law, son-In-Jaw, daughter-In-law, stepson, and stepdaughter; (4) R11gistered do mestic
partner, pursuant to California Family Code section 297; (S) The relatlvtis, as defined In 1 and 2'above, for a registered domestic partner; (6) Any
person with whom a Board Member shares a financial interest as defined In the Political Reform Act (Gov't Code §87103, Financial Interest), such as
a business partner or business associate .
. ('
PAGE3of3
THIS FORM IS A PUBLIC DOCUMENT FHS Agenda Packet Page 65 of 235
FAMILY AND HUMAN SERVICES COMMITTEE 5.
Meeting Date:02/28/2022
Subject:Appointments to Alcohol and Other Drugs Advisory Board
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: N/A
Referral Name: Advisory Board Appointment
Presenter: N/A Contact: Fatima Matal Sol; (925) 335-3307
Referral History:
On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1 adopting policy amendments governing
appointments to boards, committees, and commissions that are advisory to the Board of Supervisors. Included in this resolution
was a requirement that applications for at large/countywide seats be reviewed by a Board of Supervisors committee. At-Large
seats on the Alcohol and Other Drugs Advisory Board are assigned to the Family and Human Services Committee (FHS) for
review and recommendation to the Board of Supervisors.
The Alcohol and Other Drugs Advisory Board provides input and recommendations to the Board of Supervisors and the Health
Services Department concerning family and community needs regarding prevention and treatment of alcohol and drug related
problems. The mission of the Contra Costa County Alcohol and Other Drugs Advisory Board is to assess family and
community needs regarding treatment and prevention of alcohol and drug abuse problems. The board reports their findings and
recommendations to the Contra Costa Health Services Department, the Board of Supervisors, and the communities they serve.
The Alcohol and Other Drugs Advisory Board works in collaboration with the Alcohol and Other Drugs Services of Contra
Costa Health Services. The board provides input and recommendations as they pertain to alcohol and other drugs prevention,
intervention, and treatment services.
Referral Update:
The Alcohol and Other Drugs Advisory Board conducted a significant amount of outreach in the community to recruit for
candidates. The Alcohol and Other Drugs Advisory Board’s Executive Committee reviewed the applications and determined
that the applicants meet the eligibility requirements and request that the Family and Human Services Committee recommend
appointments to the Board of Supervisors. The new appointments are necessary to ensure broader geographical representation
on the Alcohol and Other Drugs Advisory Board.
Recommendation(s)/Next Step(s):
RECOMMEND to the Board of Supervisors the appointment of the following individuals to the Alcohol and Other Drugs
Advisory Board with terms expiring on June 30, 2025:
Martha Carter, Member At-Large Seat 6
Nicolette Schumacher, Member At-Large Alternate 3
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Martha Carter Application
Nicolette Schumacher Application
Other Applications Received
FHS Agenda Packet Page 66 of 235
AODAB Roster
FHS Agenda Packet Page 67 of 235
Submit Date: Jun 12, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Which supervisorial district do you live in?
District 5
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Los Medanos Community College
Degree Type / Course of Study / Major
Journalism/Communications/Theater/Liberal Arts
Degree Awarded?
Yes No
College/ University B
Name of College Attended
UC Berkeley
Martha A Carter
Pittsburg CA 94565
Mobile:
Martha A Carter
FHS Agenda Packet Page 68 of 235
Degree Type / Course of Study / Major
Media Studies -Current Student
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other schools / training completed:
Course Studied
Hours Completed
Certificate Awarded?
Yes No
Board and Interest
Which Boards would you like to apply for?
Alcohol and Other Drugs Advisory Board: Submitted
Seat Name
3
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If you have attended, how many meetings have you attended?
Martha A Carter
FHS Agenda Packet Page 69 of 235
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
As a formerly incarcerated African American Grandmother, wife and scholar it is my responsibility to the
communities I represent to be in a responsible environment to serve those communities by giving of
myself in service. There could be no better way to serve that to be a part of this committee
Qualifications and Volunteer Experience
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board, commission, or committee?
Yes No
List any volunteer or community experience, including any advisory boards on which you
have served.
(1) Founded Youth Readiness Program for Youth a 501 c 3 in 1996 in Alameda County when AFDC was
transitioned into TANF (2) Mentor and advocate for the re-entry populations attending Los Medanos
College as founder of CORE a campus club that conducted restorative justice practices and established a
safe space for tutoring and support. (3) Current CAB member and Vice Chair for the Policy and Budget
Committee
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Resume attached
Conflict of Interest and Certification
Do you have a Familial or Financial Relationship with a member of the Board of
Supervisors?
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relations?
Yes No
Martha A Carter
FHS Agenda Packet Page 70 of 235
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I certify that the statements made by me in this application are true, complete, and correct to
the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Martha A Carter
FHS Agenda Packet Page 71 of 235
Martha A. Carter
Pittsburg, CA 94565
Administrative Support Professional
Profile
Administrative support professional with over 20 years’ experience. Office management skills and proficient in
Microsoft Office programs. Strong planner and problem solver who readily adapts to change works
independently and exceeds expectations. Able to juggle multiple priorities and meet tight deadlines without
compromising quality.
Education University of California Berkeley
Los Medanos College – AA Liberal Arts, Communications, Journalism and Theater
Key Skills
Office
Skills:
Office Management
Records Management
Database Administration
Spreadsheets/Reports
Event Management
Calendaring
Front-Desk Reception
Executive Support
Travel Coordination
Computer
Skills:
MS Word
MS Excel
MS PowerPoint
MS Outlook
MS Access
HBS Timekeeping Suite
10 key calculators by touch
60 wpm
Experience
Student University of California Berkeley 2019-current
Los Medanos College 2015-2018
First African Methodist Episcopal Church of Oakland 2011-2012
Executive Assistant to the Senior Pastor
As the Executive assistant to the senior pastor, responsibilities include maintaining the daily operation of the
administrative office. Tasks include scheduling counseling session, screening telephone calls, making detailed travel
arrangements, and preparations for the Sunday worship services. The position is also responsible for Preparation of
PowerPoint presentations for two Sunday morning services and the Wednesday evening Bible Study. Additionally,
responsible for various committee meetings, Board of Directors, Stewards and Trustees.
Kelly Services, San Francisco, CA Ework, San Francisco, CA 2008-2009
U.C.S.F Medical Center – Mount Zion Hospital
Human Resource Liaison- Payroll and Personnel – Pharmaceutical Services – In Patient Pharmacy
Supported the Pharmaceutical Department as Human Resources Representative for 227 Pharmacists and Pharmacy
Technicians. Was responsible for using HBS Timekeeping System to process bi-weekly payroll for the pharmacists,
pharmacy technicians and administrative staff. Was responsible for developing and implementing a new Records
Management system for Pharmaceutical Services Department personnel files. Maintained access data base for
Pharmacists and technician’s licenses, pharmaceutical certifications, CPR certification and continuing education
curriculum.
United Food and Commercial Workers Local 5 Martinez, CA 2006 to 2008
Administrative Support
As administrative support professional, provided clerical support, for the union attorney, and union representatives. Filed
labor grievances for the union members and prepared board of adjustment hearings grievances with Labor Relations
Departments for various grocery stores the union represents. Maintained and distributed the negotiated contracts for
each grocery store including the editing, printing and binding of negotiated contracts. Collected dues from union
members, enrolled new union members and explained membership, contract and health care benefits.
OAKLAND COMMUNITY HOUSING, INC. – Oakland, CA 1994 to 2006
Office Manager
As office manager provided clerical support for the Executive Director and his assistant in addition to interacting with the
Board of Directors. Took minutes and transcribed those minutes for the board of director’s meetings along with meeting
resolutions. Coordinated and assisted in fundraising events for the organization. Proposed and produced Policy and
Procedure Handbook for the administrative and property management offices of Oakland Community Housing, Inc.
Developed summer workshops. Provided seminars directed at personal development, and the training of interns and new
staff.
Martha A. CarterFHS Agenda Packet Page 72 of 235
Submit Date: Sep 09, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Resident of Supervisorial District:
District 4
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Saint Marys College of California
Degree Type / Course of Study / Major
MBA
Degree Awarded?
Yes No
Nicolette Schumacher
Walnut Creek CA 94597
Nicolette Schumacher
FHS Agenda Packet Page 73 of 235
College/ University B
Name of College Attended
Saint Marys College of California
Degree Type / Course of Study / Major
Bachelors of Science in Business
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
Other Training Completed:
Certificate Awarded for Training?
Yes No
Board and Interest
Which Boards would you like to apply for?
Alcohol and Other Drugs Advisory Board: Submitted
Seat Name
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Nicolette Schumacher
FHS Agenda Packet Page 74 of 235
Upload a Resume
Please explain why you would like to serve on this particular board, commitee, or
commission.
It is very important to me I become more involved in serving my community, at a local level. I currently
teach at UC Berkeley and serve on a board for independent hearing officers in the office of student code
of conduct. As someone who see's cases where mental health is often manifested in that age group, left
untreated it can turn to drug use as a form of self medication. Additionally I have witnessed this amongst
family members and am very passionate about providing the appropriate care and support to people not
only in these situations but in a preventative measure as well. I am more than willing to go through
additional training and learn as much as I can to add value.
Qualifications and Volunteer Experience
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am not certain I am entirely qualified. I work full time in the technology industry. I have also taught at UC
Berkeley more so because it is my passion, going on 7 years now. My experience in teaching has led me
to take on several mentorship roles over the years and inspired me to become more active in serving my
community. I joined the contra costa county republican party, I serve on a board with UC Berkeley, and I
did spend several years living in San Francisco and volunteering with Big Brothers Big Sisters as well as
Hands on Bay Area. I am hoping to contribute to society in a more meaningful and consistent way and in
an area that has some of the most personal and profound impact.
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Contra Costa County Republican Party Treasure and Executive board, as well as outreach program UC
Berkeley Independent Code of Conduct Board Big Brothers Big Sisters Hands on Bay Area Fallen Heroes
Conflict of Interest and Certification
Nicolette Schumacher
FHS Agenda Packet Page 75 of 235
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
Nicolette Schumacher
FHS Agenda Packet Page 76 of 235
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Nicolette Schumacher
FHS Agenda Packet Page 77 of 235
Submit Date: Dec 04, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 4
Length of Employment
4 years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
How long have you lived or worked in Contra Costa County?
40 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Alcohol and Other Drugs Advisory Board: Submitted
Dameon L POTTS Sr
Richmond CA 94806
Field Talent Electrician
Dameon L POTTS Sr
FHS Agenda Packet Page 78 of 235
Seat Name
Dameon Potts Sr
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
4
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Laney College
Degree Type / Course of Study / Major
Political Science
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Degree Type / Course of Study / Major
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Dameon L POTTS Sr
FHS Agenda Packet Page 79 of 235
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Richmond Works
Certificate Awarded for Training?
Yes No
Other Training B
Western Electrical Contractors Association
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Yes
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
To whom this may concern, my name is Dameon Potts Sr. I have been a resident of Richmond for all the
40 years of my life.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I come from a low income family. I grew up in Richmond,ca and witnessed multiple shootings, domestic
violence, robberies etc. I frequently volunteer at local youth centers to speak to the youth about the
importance of getting a education and degrees. I also encourage them to stay away from getting involved
in gang activity. I can relate with them because I am living proof that you can make positive outcomes
through a negative conduit. I'm also a pop Warner league football coach for the Richmond steelers. I think
that I can be an asset to help better our community more.
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Dameon L POTTS Sr
FHS Agenda Packet Page 80 of 235
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Dameon L POTTS Sr
FHS Agenda Packet Page 81 of 235
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Dameon L POTTS Sr
FHS Agenda Packet Page 82 of 235
Dameon Potts
RICHMOND,
CAREER 4: To acquire a position in an organization where opportunities for advancement are based on my
skills and contributions.
C#@@qritical Thinking
Problem Solving
H HIGHLIGHTS OF
UALIFICATIONS
Effective Communicator
Oral Comprehension
Hard Worker
Punctual
PROFESSIONAL EXPERIENCE
Electrician
● Plan layout/installation of electrical wiring, equipment, or fixtures, based on job specifications and codes.
● Installation 1/2”-2” emt/rigid conduit using hand benders as well as mechanical benders.
● Connect wires to circuit breakers, transformers, or other components.
● Test electrical systems or continuity of circuits in electrical wiring, equipment, or fixtures, using testing
devices, such as ohmmeters, voltmeters, or oscilloscopes, to ensure compatibility and safety of system.
● Use a variety of tools or equipment, such as power construction equipment, measuring devices, power tools,
and testing equipment, such as oscilloscopes, ammeters, or test lamps.
● Inspect electrical systems, equipment, or components to identify hazards, defects, or the need for
adjustment or repair, and to ensure compliance with codes.
Solar Installer Technician
● Install photovoltaic (PV) systems in accordance with codes and standards using drawings, schematics, and
instructions
● Assemble solar modules, panels, or support structures, as specified
● Apply weather sealing to array, building, or support mechanisms
● Determine appropriate sizes, ratings, and locations for all system overcurrent devices, disconnect devices,
grounding equipment, and surge suppression equipment
Low Voltage Installer
● Worked from schematics, diagrams, written and verbal instructions
● Inspection- Inspect electrical/fire alarm/network systems and their components to
building/county code for the purpose of evaluating conditions and identifying necessary repairs
and recommending preventive maintenance.
● Low voltage, single and multi-line wiring, and communication cables 5, 6, and coax.
● Built and installed racks, ladder racks.
WORK HISTORY GENERAL
Electrician
Electrician
CIP Resources, Berkeley, CA
Aerotek Energy Services,
Alameda,CA
03/2011-Present
10/2008 -01/2011
EDUCATION
El Cerrito High School, El Cerrito, CA -Diploma 1999
FHS Agenda Packet Page 83 of 235
Laney College, Oakland, CA-2002
Western Electrical Contractors Association (WECA)-2007
FHS Agenda Packet Page 84 of 235
Submit Date: Sep 22, 2021
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Contra Costa County Boards & Commissions
Application Form
Profile
Resident of Supervisorial District:
None Selected
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
City college of SF
Degree Type / Course of Study / Major
Hotel and Restaurant Mgt
Degree Awarded?
Yes No
DIONNE I URIBE
ANTIOCH CA 94509
DIONNE I URIBE
FHS Agenda Packet Page 85 of 235
College/ University B
Name of College Attended
Liberty Adult Education
Degree Type / Course of Study / Major
Advanced Microsoft Office
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Diablo Valley College
Degree Type / Course of Study / Major
Substance Abuse Counselor
Degree Awarded?
Yes No
Other Training Completed:
Boston Reed- Pharmacy Technician
Certificate Awarded for Training?
Yes No
Board and Interest
Which Boards would you like to apply for?
Alcohol and Other Drugs Advisory Board: Submitted
Seat Name
Dionne Uribe
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
DIONNE I URIBE
FHS Agenda Packet Page 86 of 235
Upload a Resume
If Yes, how many meetings have you attended?
6
Please explain why you would like to serve on this particular board, commitee, or
commission.
I am an employee for CCCHS for over 16yrs. I have experience with Behavioral Health, Conditional
Release Program(CONREP), Alcohol and other and Drugs (Substance Abuse). I also Volunteer within my
Community with feeding the Homeless and help with finding resources as well. I help with job applications
and referral, clothing and food bank applications-Calfresh program- WIC and General Assistance
programs. I also help with finding shelter, outpatient addition programs and going to Court as a advocate,
and helping find shelter for Battered women and children. I am HIPPA and CPR(Healthcare) certified. I do
this on my own time with my grandkids to serve our Community.
Qualifications and Volunteer Experience
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
Resume below
I would like to be considered for appointment to other advisory boards for which I may be
qualified.
Yes No
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
I have attended BHS monthly meetings, Community service volunteer which included the Homeless.
Volunteer with Battered Women shelter. Help volunteer with various activities that benefit our Parrish
members.
Conflict of Interest and Certification
DIONNE I URIBE
FHS Agenda Packet Page 87 of 235
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
DIONNE I URIBE
FHS Agenda Packet Page 88 of 235
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
DIONNE I URIBE
FHS Agenda Packet Page 89 of 235
Dionne I. Uribe
Antioch, CA 94509
PROFESSIONAL PROFILE
I am seeking an opportunity as a Team Member with advancement potential. I’m a dependable, proactive and discrete customer service professional.
I have strong office, purchasing and supply management skills, and a capacity to keyboard 40+ wpm. I have recent extensive training in Advanced
Microsoft Office Suites .I am also a Certified Designer. I work well both independently and in a team context, attentive to supervisory direction and
interact kindly with coworkers and public in all their diversity. I’m certified in Basic Life Support/CPR for HealthCare Providers and AED with The
American Red Cross.
Skills and Qualifications
Clerk
Proficient in Advanced Word, Excel, PowerPoint, Outlook, Publisher, Access.
Data entry, keyboarding at 40+ wpm.
Customer Service and multiple telecommunication call center and systems: Multi- line phone, radio system, overhead and personal pager.
All general office: filing, fax, copy and scan.
Knowledge of EPIC, cc link, CALOCUS/LOCUS, and I-site systems.
Broad experience in a variety of training and work settings: Healthcare, business, school, as well with the homeless and inmates.
Food Assistant /Purchasing Manager/Dietary Supervisor and Chef
Train workers in food preparation, and in service, sanitation, and safety procedures.
Perform various financial activities such as cash handling, deposit preparation, and timesheets and payroll.
Estimate ingredients and supplies required to prepare recipes. Resolve customer complaints regarding food service and make adjustments.
Control inventories of food, equipment, wares, and liquor, and report shortages to designated personnel.
Purchase or requisition supplies and equipment needed to ensure quality and timely delivery of services. Build relation with Vendors.
Observe and evaluate workers and work procedures to ensure quality standards and service and complete disciplinary write-ups if needed.
Specify food portion, courses, production and time sequences for workstations and equipment arrangements.
Volunteer
Assist director with yearly calendar to plan menus, and send out donation requests to various church and community merchants.
Assist with serving over 100 homeless with hot and cold meals, location of shelters and help with getting cash aid within our county.
Help organize and distribute clothing, toiletries and take inventories to do monthly census.
Data entry of inventories and donations brought into center and handle various other clerical duties.
Experience
10/19- Present Clerk-Senior Level Environmental Health Services Martinez, CA
10/13-10/19 Clerk-Senior Level Behavioral Health/Mental Health Administration Martinez, CA
11/11- 11/12 Clerk-Experienced Level CONREP- Forensic Mental Health Administration Martinez, CA
07/03- 11/11 Cook Contra Costa Regional Medical Center Martinez, CA
01/03-10/03 Food Assistant 3 Mt. Diablo School District Concord, CA
09/02-01/03 Food Assistant I Walnut Creek School District Walnut Creek, CA
04/01-03/02 Dietary Supervisor Ocadian Care Centers Walnut Creek, CA
01/00-02/01 Purchasing Manager Radisson Miyako Hotel San Francisco, CA
11/98-01/00 Purchasing Manager Embassy Suites Hotel S. San Francisco, CA
11/00-Present Volunteer Help for the Homeless (NPO) Antioch, CA
Education and Training
Diablo Valley College Certified Addiction Studies Counselor: 2017- Present
Liberty Adult Education Advanced Microsoft Office Specialist: 2012 to 2013
Contra Costa Medical Career CollegeNHL Certified Medical Assistant: 2011
Boston Reed CollegePharmacy Technician: 2003
City College of San FranciscoBusiness 78 Units: 1990-1993
Sunshine High SchoolDiploma: 1990
FHS Agenda Packet Page 90 of 235
Seat Name Address District of Residence Term Expires
District I Antwon Cloird Richmond, CA, 94804 I 6/30/2022
District II Guita Bahramipour Moraga, CA, 94556 II 6/30/2023
District III Vacant
District IV Dylan Johnston Concord, CA 94518 IV 6/30/2024
District V Logan Campbell Martinez, CA, 94553 V 6/30/2022
At Large - 1 Jonathan Ciampi San Ramon, CA, 94583 II 6/30/2023
At Large - 2 Victor Ortiz Walnut Creek, CA, 94598 IV 6/30/2024
At Large - 3 Talia Moore E.D.D. El Sobrante, CA, 94803 I 6/30/2022
At Large - 4 Rhiannon Shires, Psy.D. Danville, CA 94526 II 6/30/2023
At Large - 5 Evelyn Howard Alamo, CA 94507 II 6/30/2023
At Large - 6 Vacant
At Large - Alternate 1 Candace Cowing Alamo, CA 94507 II 6/30/2024
At Large - Alternate 2 Robert Frey Walnut Creek, CA, 94598 IV 6/30/2024
At Large - Alternate 3 Vacant
Contra Costa County Alcohol and Other Drugs Advisory Board
FHS Agenda Packet Page 91 of 235
FAMILY AND HUMAN SERVICES COMMITTEE 6.
Meeting Date:02/28/2022
Subject:HIV Prevention Needle Exchange Program Annual Update
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 61
Referral Name: HIV Prevention Needle Exchange Program
Presenter: N/A Contact: Jessica Osorio, (925) 313-6771
Referral History:
The HIV Prevention/Needle Exchange program was referred to the Family and Human Services Committee (FHS) in October
2002. The issue was discussed four times during 2003 and was subsequently closed. The referral was then re-opened on
January 4, 2005 for annual reports to FHS.
During the December 18, 2014 FHS meeting, Health Services Department staff were directed to begin reporting to FHS
biennially regarding Referral #61 - HIV Prevention/Needle Exchange Program and to submit a report directly to the Board of
Supervisor in the intervening years. Additionally, in December 14, 2015, FHS received a report on the program and recognized
the incidents of HIV and AIDS had significantly decreased. Therefore, FHS felt that a biennial report to the Committee was
sufficient. The Committee also advised staff to return to them at any time should the exposure data significantly change.
The Family and Human Services Committee last received a report on this program on June 22, 2020. A report in 2021 was not
received due to the November FHS meeting being canceled and the lack of urgency to have the information reported at a
special FHS meeting.
Referral Update:
Please see the attached report for an update on needle exchange prevention and services.
Recommendation(s)/Next Step(s):
ACCEPT the report from the Health Services Department on needle exchange prevention updates, as part of a comprehensive
approach to reduce transmission of HIV in Contra Costa County; and
DIRECT staff to forward the report to the Board of Supervisors for their information.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
2021 Needle Exchange Update Report
FHS Agenda Packet Page 92 of 235
RECOMMENDATIONS
1) Accept this report on needle exchange as part of the comprehensive prevention
program to reduce transmission of HIV in Contra Costa County.
2) Direct the Health Services Department to continue supporting and monitoring
sterile needle exchange services using a modified “needs-based” distribution
exchange model with built-in incentives to encourage the return of used needles.
GLOSSARY
Terms currently used to discuss needle exchange services include:
• Sterile needle/syringe instead of clean needle/syringe.
• Used needle/syringe instead of dirty needle/syringe.
• People who inject drugs (PWID) instead of Injection Drug Users (IDUs).
• People who use drugs (PWUD). Please note that the term PWUD includes PWIDs
but also individuals that use other forms to use drugs (smoking, snorting, ingesting,
etc.).
• One-for-one exchange model involves exchanging one sterile needle/syringe for a
used one, the individual cannot get any additional needles/syringes.
• Modified needs-based exchange model involves exchanging sterile
needles/syringes for used ones based on client self-reported daily use to ensure
that everyone who injects drugs uses a new, sterile needle and syringe for each
injection. As a modified version of this model, incentives are included to
encourage clients to bring back their used needles.
SUMMARY
In 2006, the Contra Costa Board of Supervisors:
• Terminated the local State of Emergency first declared on December 14, 1999.
• Authorized the Health Services Department to administer a clean needle and
syringe exchange project pursuant to Health and Safety Code section 121349 et
seq; and
• Directed the Health Services Director to annually report to the Board on the
status of the clean needle and syringe exchange project.
In 2020, the Contra Costa Board of Supervisors Family and Human Services Committee:
• Approved a change from the one-to-one exchange model to a modified needs-
based syringe exchange model.
This report satisfies State regulatory requirements to maintain needle exchange
services in Contra Costa and covers the period of July 1, 2019 to Dec 31, 2020.
FHS Agenda Packet Page 93 of 235
As of December 31, 2020, 2,815 individuals were living with HIV or AIDS in Contra
Costa County. Between 2018 and 2020, the percentage of people living with HIV with
injection drug use (IDU) identified as the mode of HIV transmission decreased from
7.3% of all those living with HIV to 6.7%. In addition, the percentage of those newly
diagnosed with HIV identifying IDU as the mode of transmission between 7/1/2019 and
12/31/2020 was 1.8%, lower than in previous years (3% in 2016 and 3.2% in
2017/2018).
In Contra Costa County, needle exchange services are provided through a contract with
the HIV Education and Prevention Project of Alameda County (HEPPAC). In 2019,
Contra Costa Health Services provided $72,000 from County General Funds to support
the weekly operation of needle exchange services in West and East County. In
September 2020, the Board of Supervisors approved to change from the established
one-to-one exchange model to a modified needs-based model of syringe exchange and
increase the annual amount to $97,000.
Neither needle exchange nor legislative changes allowing pharmacies to dispense
syringes without a prescription have had any apparent negative effect on residents,
businesses, or law enforcement in Contra Costa. The availability of needle exchange
as part of a comprehensive continuum of services for people who inject drugs continues
to be a necessary public health measure to reduce transmission of blood borne
diseases in Contra Costa.
BACKGROUND ON ACCESS TO CLEAN NEEDLES TO REDUCE TRANSMISSION
The California Department of Public Health (CDPH) reports that of the 137,785 people
living with HIV/AIDS in California in 2019, 5.6% identified their risk for HIV as injection
drug use.1 Further, the CDPH Office of Viral Hepatitis reports that transmission of
hepatitis C is primarily through sharing needles, syringes, or other drug-injection
equipment. Lack of access to new, sterile injection equipment is one of the primary risk
factors that may lead to sharing of hypodermic needles and syringes, which puts people
who inject drugs at high risk for HIV, HCV, and Hepatitis B infection.2
Needle exchange has been an essential component of Contra Costa’s strategy to
reduce the transmission of HIV attributed to IDU since 1999, when the program
operated under the Board’s declaration of a State of Emergency to authorize needle
exchange services. Health and Safety Code Section 121349.3 removed the
requirement for a Declaration of Emergency and current regulations now require only
that needle exchange information be provided at an open meeting of the authorizing
body every two years.
1 https://www.cdph.ca.gov/. California HIV Surveillance Report - 2019
2 https://www.cdph.ca.gov/Programs/CID/DCDC/CDPH%20Document%20Library/2018-Chronic-HCV-Surveillance-Report-Exec-Summary.pdf
FHS Agenda Packet Page 94 of 235
From 2005-2010, Contra Costa participated in a statewide Disease Prevention
Demonstration Project (DPDP) to assess the potential to reduce transmission of HIV by
increasing access to sterile needles and syringes. The project evaluation showed lower
injection-related risks among people who inject drugs (PWID) in those counties with
syringe exchange programs. Additionally, evaluators of the pilot project found lower
levels of unsafe discard of used syringes, no increase in the rate of accidental needle -
stick injuries to law enforcement, and no increase in rates of drug use or drug-related
crime.3
As a result of the success of the DPDP, 2011 legislation expanded syringe access
through pharmacies throughout the state. Assembly Bill (AB) 1743 (Ting, Chapter 331,
Statutes of 2014) further expanded access in January 2015 by allowing customers to
purchase and possess an unlimited number of syringes. Participating pharmacies must
provide counseling and offer information on safe disposal.
In April 2020, the California Department of Public Health (CDPH) updated their
guidelines for Syringe Exchange Programs (SEPs) Funded by the CDPH Office of AIDS
and addressed the need to move away from the one -for-one model.4
“Restrictive syringe access policies such as variations on one-for-one exchange
or the imposition of limits on the number of syringes participants may acquire per
transaction are not supported by public health evidence and may impose harm
upon SEP participants. This recommendation follows the U.S. Public Health
Service guidance that advises people who inject drugs to use a new, sterile
needle and syringe for each injection. This Issue Brief does not supersede legal
requirements for SEP operation established in California state laws or by county
or municipal laws.”5
In addition to being a safer model for PWID to access enough injection equipment
during COVID-19 shelter in place restrictions, the Contra Costa Board of Supervisors
Family and Human Services Committee adopted the modified “needs-based” model in
April 2020 to align with these State and Federal changes and improved understanding
on best practices for SEPs.
REDUCING TRANSMISSION OF DISEASE
As of December 31, 2020, there were 2,815 individuals reported living with HIV (PLWH)
in Contra Costa County. 33.8% reside in West County, 33.7% in Central County, and
32.5% in East County.6
3 The full report of the evaluation can be accessed on the California Department of Public Health, Office of AIDS website
http://www.cdph.ca.gov/programs/Documents/SB1159StateReportFinal.pdf
4 CDC. (1997). Health Resources and Services Administration, National Institute on Drug Abuse and Substance Abuse and
Mental Health Services Administration. HIV prevention bulletin : Medical advice for persons who inject illicit drugs. Retrieved
May 29, 2016.
5 https://www.cdph.ca.gov/Programs/CID/DOA/CDPH%20Document%20Library/Guidelines%20for%20SEPs_ADA.pdf
6 Data Use Agreement (DUA) Q3 DUA 10.01.2021
FHS Agenda Packet Page 95 of 235
Chart 1: Distribution of all Persons Living with HIV (PLWH) by Region in Contra Costa as
of 12/31/2020
Of all PLWH in Contra Costa, 334 individuals (12%) identify injection drug use or
injection drug use among men who have sex with other men as their mode of HIV
transmission.7 Among new HIV diagnoses in Contra Costa County, the majority of new
cases are still attributed to male-to-male sexual contact (MMSC). Between July 1,
2019, and December 31, 2020, of the total new HIV cases (n=109), 72 (66%) were
attributed to MMSC. In this 18-month period, 7 cases (6.4%) had either injection drug
use (IDU) or MMSC and IDU as their self-reported probable mode of transmission.
Special note: In calendar year 2019, 95 residents of Contra Costa County were newly
diagnosed with HIV. In 2020, this number decreased to 64 persons newly diagnosed, a
32.6% decrease. With the onset of the COVID-19 pandemic in February 2020 and the
subsequent stay-at-home orders and shutdowns, people were reluctant to seek routine
healthcare services and test for HIV. Similar decreases in new HIV diagnoses were
seen in Alameda and other Bay Area Counties.
MATERNAL TRANSMISSION
It often takes two or three months for an accurate diagnosis of HIV or AIDS in a
newborn since a positive test at birth may reflect maternal antibodies and not HIV
infection. Children with HIV have usual childhood infections more often and more
severely than uninfected children and can also be susceptible to the same opportunistic
infections as adults with HIV.
7 Data Use Agreement (DUA) Q3 DUA 10.01.2021
FHS Agenda Packet Page 96 of 235
Of the 2,815 individuals living with HIV or AIDS in Contra Costa County at the end of
2020, 22 are pediatric cases: the majority are now adults and 3 are children 12 years of
age or younger. Identification and treatment of HIV-positive women in prenatal care is
nearly universal, but we continue to encounter women who do not seek prenatal care
prior to delivery. As an example, in 2016, Contra Costa County had one new case of
maternally transmitted HIV. A comprehensive case review completed by the CCRMC
Safety and Performance Improvement Committee found that while the woman accessed
care quite late in pregnancy, through multiple providers, and was inconsistent in her
follow-up, several health care systems could have performed better to better to possibly
prevent the tragic outcome. Systems changes were proposed and there have been no
new subsequent maternal transmission cases reported. Mother and child are both
virally suppressed at this time.
HEPATITIS C
Hepatitis C infection (HCV) is largely attributed to the use of contaminated needles.
Chronic HCV can lead to scarring of the liver, cirrhosis, liver failure and/or liver cancer.
Across California the number of chronic Hepatitis C carriers continues to be unreliable
due to variation in reporting capacities, changes in patient residences and the high
volume of duplicated positive lab tests. Consequently, in Contra Costa the Acute
Communicable Disease (ACD) program reviews only a fraction of the reports and only
follows extremely acute infections and those with a higher likelihood of yielding
opportunities for contact intervention and transmission interruption.
EXPOSURE IMPACT ON LAW ENFORCEMENT AND FIRST RESPONDERS
Occupational exposure to needle stick injuries (Chart 2) for first responders remains
low. The Communicable Disease (CD) Control Program remains responsible for
following up on any reported first responder exposures. CD is available for consult as
requested and printed materials are also available at http://cchealth.org/aids/syringe-
exchange.php.
Three of 35 exposures reported in 2018 were needle stick contacts and two out of 48
exposures reported in 2019 were needle stick contacts. In FY 2020, there were ten
reported exposures among law enforcement and first responders, but none were from
needle sticks (see Chart 2).
FHS Agenda Packet Page 97 of 235
Chart 2: Reported (Non-Medical) Needle Stick Exposures to First Responders
over Time
NEEDLE EXCHANGE SERVICES: July 1, 2019 – December 31, 2020
All data below is supplied by Contra Costa’s subcontracted needle exchange provider,
HIV Education Prevention Project of Alameda County (HEPPAC). HEPPAC has
provided services in Contra Costa County since 2012.
Needle exchange services in the region rely on a combination of county general funds
and other funding secured by the contractor through foundations and other
organizations. The budget funds portions of several staff salaries, including Community
Health Promoters, a Data Specialist, and the Programs Manager. The budget also
funds supplies. HEPPAC’s service delivery and reporting continue to improve.
Impact of COVID-19 Pandemic
Needle exchange is an essential service, so HEPPAC stayed open during the shutdown
period of the COVID-19 pandemic. Fewer individuals came to the syringe exchange
sites, but this did not correlate to an equal drop in the number of individuals served and
the total number of syringes distributed. Table 1 shows a decrease of only 2% in total
individuals served in FY 2020 as compared to FY 2019, and Chart 3 shows a 22%
decrease in total syringes distributed during the same period. In addition, in FY 19/20,
33% more clients were served than in FY 17/18. The main change that occurred
during the shutdown was that HEPPAC had to reconfigure the process in which they
served their clients. Before the pandemic, clients would line up to receive services.
Since March 2020, clients are served using a “taco truck” method with one window to
collect used syringes and take the client’s order and another window to give the client
their sterile syringes and other requested paraphernalia. Clients are asked to wear a
FHS Agenda Packet Page 98 of 235
mask and maintain social distancing between them. HEPP AC submitted a Social
Distancing Protocol which was reviewed and approved by county staff.
Table 1: Ethnicity Totals Over Time (Needle Exchange Program)
Ethnicity Totals Over Time
FY 17/18 FY 18/19 FY 19/20
African American 541 969 376
White 871 1,142 1,720
Latino/Hispanic 207 346 342
Native American 10 4 9
Asian/Pacific Islander 22 40 11
Other 32 32 25
Total 1,683 2,533 2,483
Chart 3: Reported Number of Syringes Distributed by Fiscal Year
In FY 19/20, HEPPAC continued to notice a drop in the number of clients exchanging
needles in West Contra Costa County. In FY 18/19, a total of 11,150 needles were
exchanged as compared to 9,385 in FY 19/20 (a 16% drop). Some but not all these
changes may be attributed to the COVID-19 pandemic. While the total number of
African American and Latino clients served increased from FY 17/18 to FY 18/19 as
shown in Table 1, the total number of needles exchanged by these two subpo pulations
remained low. However, in FY 19/20, something interesting occurred when the total
number of Latino clients decreased by only 1% while the total number of African
American clients decreased by 62%. One reported observation from HEPPAC is that
African Americans tend to take other harm reduction supplies (i.e., pipes, cookers,
cotton, hygiene/wound care, etc.) instead of sterile needles. Therefore, these clients
FHS Agenda Packet Page 99 of 235
are not counted in the total number of clients exchanging syringes. Another possible
reason for the reduction in African American clients accessing SEPs is that the physical
site where services were being offered needed to be reevaluated to serve a higher
percentage of African Americans who inject drugs. HEPPAC responded by searching
for new sites in the Richmond/San Pablo area by working with local “gatekeepers” to
increase utilization by word of mouth to their peers who inject drugs. In late 2019,
HEPPAC met with members of the African American Health Conductors to get
information on which neighborhoods would be the best fit to restart needle exchange
services. The group decided that the Iron Triangle neighborhood offered the best
opportunity to reach people who use drugs (PWUD) and come from the African
American and Latino communities. In 2020, new sites were established in Richmond to
serve this population – one in the Iron Triangle, and two roving sites (one behind the
Target on McDonald Ave. and the other behind the Richmond Costco).
In East County the situation is different: Bay Point sites yield the highest volume of
syringe exchanges in Contra Costa County. The average client utilizing harm reduction
services in East County continues to be a White male between the age s of 40-49. As
demonstrated in Table 1, the percentage of clients who identify as White increased by
34% from FY 18/19 to FY 19/20 and that population continues to be most needle
exchange clients in the current fiscal year. The Bay Point site has also identified an
increase in the number of participants reporting use of prescription opioid pills that are
crushed and modified for injection. This trend is reflective of national trends and may be
a contributing factor in accidental overdose deaths.
The effects of the pandemic were also seen in the number of referrals made in FY 19/20
as compared to the previous year. HEPPAC reported a decrease in health and social
services referrals from 3,676 in FY18/19 to 2,889 in FY 19/20. HEPPAC maintains
strong linkages to health care providers, substance use treatment services,
collaborative partnerships with other community agencies and other resources. In
addition, in FY 2018/19, HEPPAC established a relationship with Contra Costa
Healthcare for the Homeless (HCH) program and for a limited time offered needle
exchange services co-located with HCH’s Antioch Fulton Shipyard pop up clinic. This
coincided with the temporary closure of HEPPAC’s West County site. Once the
exchange site in the Iron Tringle in Richmond was established, HEPPAC could no
longer keep syringe exchange staff at the Antioch Fulton Shipyard site.
In Contra Costa County, there are a high number of individuals who access harm
reduction services for themselves as well as on behalf of others. These individuals are
called “secondary exchangers”. Individuals who exchange for others report the
estimated number of individuals for whom they exchange syringes, as summarized in
Chart 4. The overall volume of secondary exchange decreased slightly (4%) in this
reporting period as compared to the previous year. Still, the number of secondary
exchangers by race and region continues to be the same with White clients in East
County accounting for most secondary exchangers reported. Because secondary
FHS Agenda Packet Page 100 of 235
exchangers attend needle exchange more than once in a year their numbers are
duplicated. The number of clients they exchange for is self-reported.
Chart 4: Secondary Exchanges at Needle Exchange Services
One important and often overlooked aspect of SEPs is the actual disposal of used
(formerly known as “dirty”) needles. HEPPAC’s model assures that used needle
disposal occurs every week. Agency staff measure the number of used needles they
dispose after every exchange by the size of the biohazard container they bring back to
incinerate. HEPPAC uses containers that hold increments of 10, 50, 100, 250, 300,
1200 and 5,000 used syringes. They also provide these containers to clients to take
home and bring back full to exchange. If clients bring used needles in other containers,
the staff estimates based on the size compared to the biohazard containers. The
collection and disposal of used needles occurs on a weekly basis and helps ensure that
shared community spaces (i.e., playgrounds, parks, etc.) are free of used needles that
may create a public health risk for county residents.
While planning to move from the one-to-one syringe exchange model to a modified
“needs-based” model, HEPPAC proposed incentives for clients to bring back used
needles. As a modified version of this model, HEPPAC includes incentives to
encourage clients to bring back their used needles by giving them verbal praise,
additional bio buckets, and when available, a $5 voucher for a Subway sandwich.
HEPPAC staff report that verbal praise is the most useful strategy, since they let clients
know how important their efforts are in keeping used syringes from littering shared,
public spaces. In the modified needs-based model, HEPPAC staff also places a cap on
the number of sterile needles and syringes to be received by each client based on their
historical use. For example, if a client reporting need for 25 needles per day is given
350 needles for a two-week period, but at their next exchange encounter they report
needing two or three times as many needles, they will only receive their usual allotment
of 350 needles. This example only applies to individuals exchanging for themselves
and does not apply to individuals exchanging for themselves and others (secondary
exchangers). HEPPAC has a demonstrated ability of getting to know their clients and
their use habits, as well as documenting all their exchanges. Therefore, creating and
enforcing a cap has not been problematic for HEPPAC staff.
FHS Agenda Packet Page 101 of 235
HEPPAC stated that in the last quarter of this reporting period (October to December
2020) they distributed 45% more syringes than they collected. This is something that
the agency experienced in Alameda County a few years ago when they adopted the
needs-based model there. HEPPAC will focus on utilizing the incentives described
above to get more clients to bring back their used needles. In addition, HEPPAC has
increased the distribution and size of biohazard containers so that clients who are not
going to needle exchange on a weekly basis due to the pandemic can bring back their
used needles less frequently.
In this reporting period, West County residents exchanged a total of 9,385 used
needles, which is lower than the previous two fiscal years. In East County, the same
reduced amount was documented. In this reporting period, East County residents
exchanged a total of 181,074 used needles, which is also lower than the previous two
fiscal years. COVID-19 is mostly responsible for this downward shift. The downward
trend is also evident when looking at needle exchange rates based on race and
ethnicity. In FY 19/20, a total of 376 African American individua ls were served at needle
exchange sites as compared to 1,720 Whites. Consequently, the number of used
needles exchanged by African American clients (n=3,249) was also lower than the
amount by White clients (n=46,218). Some reasons for the differences in exchange
behaviors may be that white clients report exchanging needles for secondary users at a
much higher rate than African American clients. In addition, the volume of white clients
continues to grow in East County. Overall, the data reported by HEPPA C shows a
continued shift toward increasing utilization at the East Contra Costa sites.
During this reporting period, HEPPAC increased its reach by providing technical
assistance to an emerging volunteer-based program called Martinez Harm Reduction
Coalition (MHRC) that serves clients in need of harm reduction services in the
downtown Martinez area. HEPPAC sees this group as a secondary exchanger group
and provides them with supplies and best practices for running an effective syringe
service program. In return, HEPPAC requests quarterly client service data from this
group. HEPPAC also provided this group with training on how to educate their clients
on overdose prevention and provided them with Narcan kits to distribute. In this
reporting period, MHRC served a total of 54 clients and reported a total of 6 opioid
overdose reversals using Narcan.
HEPPAC continues to distribute Narcan (the name brand for naloxone) overdose
prevention kits to individuals most likely to experience or witness opioid overdoses.
Before a kit is given, the client receives education on how to correctly use it. In FY
19/20, HEPPAC provided overdose education and prevention kits to a total of 480
clients. In the same period, HEPPAC reported 159 opioid overdose reversals among
their clients in Contra Costa. As the presence of Fentanyl in the drug supply increases,
so does the overdose rate. HEPPAC continues to increase awareness, training, and
distribution of Narcan throughout the county.
FHS Agenda Packet Page 102 of 235
Overall, HEPPAC is performing well and will continue to provide services in both East
and West Contra Costa on a weekly basis. The Public Health program will continue to
monitor service delivery in West County to both assess why the volume of clients has
dropped off and determine if other steps are needed to increase performance.
ALCOHOL AND OTHER DRUG SERVICES
Admissions to AODS services (Chart 5) in Fiscal year 19/20 continued to increase from
previous years. Increased enrollment is attributed to several factors, including an
expansion of methadone treatment services due to increased admissions for opioid
abuse treatment and increased access due to expanded healthcare coverage under the
Affordable Care Act. Admissions are not necessarily unduplicated individuals – one
person may enter treatment multiple times during the year depending on the availability
of treatment slots.
Chart 5: All AODS Admissions and Opioid-Related Admissions*
*Note: FY 17/18 has not been made available due to being held in a different AODS
system.
Of the 6,352 admissions fiscal year 19/20, roughly 43% were new (not previously
enrolled) (Chart 6).
1249 1275 1531 1730
2341
0
1000
2000
3000
4000
5000
6000
7000
1415 1516 1617 1718 1819 1920
All AOD Admissions and Opioid-
Related Admissions
All Admissions
Opioid Admissions
Opioid classification
includes heroin,
oxycodone,
oxycontin, other
opiates / synthetics
FHS Agenda Packet Page 103 of 235
Chart 6: New Enrollees in AODS Services
In FY 19/20, 23% were injection drug users (IDUs) (Chart 7). The proportion of
injection drug users to the overall population in AODS services has been similar year to
year over the last several years: FY 15/16 (25%), FY 16/17 (28%), and FY 18/19 (24%).
Chart 7: Total Clients Served and IDUs as a Proportion of All AODS Services
As seen in Chart 8, the overall percentage of African Americans enrolled in services
has remained similar from 19% of those served in 2017/18, 22% of those served in
2018/19 and 20% in 2019/20. The percentage of Hispanics enrolled in services has
remained relatively steady at roughly 27% of those served, and Whites comprise just
over half the service enrollees.
4926
3730 3954
4848
6352
1956
1580 1549
1893
2746
1415 1516 1617 1718 1819 1920
Total Served
new (never enrolled)
934 1152 1154 1452
0
1000
2000
3000
4000
5000
6000
7000
1516 1617 1718 1819 1920
Total Clients Served and IDUs as a Proportion of
All AOD Services
Total
Served
IDU
FHS Agenda Packet Page 104 of 235
Chart 8: Enrollment in AODS Sites over Time by Primary Race/Ethnicity
Chart 9 shows a slight decrease in enrollees who reported being homeless at the time-
of-service initiation. In FY 2015/16, 26% reported being homeless, in FY 2016/17 21%,
in FY 2018/19 32%, and in 2019/20 25% of total clients enrolled reported being
homeless.
Chart 9: Homeless Proportion of Enrollment in AOD Services
1353
827 709
955
1272
2503
1879 2071 2270
3014
916 832 967 1172
1646
0
500
1000
1500
2000
2500
3000
3500
1415 1516 1617 1718 1819 1920
Enrollment in AODS Sites Over Time By Primary
Race/Ethnicity African Am
White
Hispanic
3730 3954
4848
6352
978 832
1555 1583
0
1000
2000
3000
4000
5000
6000
7000
1516 1617 1718 1819 1920
Homeless proportion of enrollments in AOD services FY 1516 -
1920
Total Served Homeless
FHS Agenda Packet Page 105 of 235
Of the 6,352 clients served by AODS in 2019/20, 1036 did not have a noted HIV
diagnosis, and 6 were noted to be HIV-positive.
OTHER PREVENTION ACTIVITIES FOR INJECTION DRUG USE
Opioid Agonist Therapy
Recent research out of Stanford explored the most effective and cost-effective ways to
combat HIV risk among injection drug users. As abuse of prescription opioids rises and
as more individuals inject drugs like heroin, the risk of increased blood borne i llnesses
such as HIV and Hepatitis C also increases. Their investigation of HIV prevention
programs for injection drug users revealed that opioid agonist therapy (OAT) options,
most commonly methadone and buprenorphine maintenance therapies, are the most
cost effective. OAT options can also be highly effective in helping people stop injecting
drugs over time. They also found that combining prevention efforts such as needle-
syringe exchanges, OAT, Pre-Exposure Prophylaxis (PrEP), and prevention and testing
with high-risk negatives have higher rates of success than standalone interventions.8
Alameda & Contra Costa County Integrated HIV Prevention & Care Plan
Contra Costa County HIV/AIDS and STD program staff and Consortium members
assisted in the development of the regional 2017 - 2021 Alameda & Contra Costa
County Integrated HIV Prevention & Care Plan. The plan is used to evaluate care and
prevention efforts in both counties. Key prevention components of the plan that focus
on injection drug users include:
1. Through a collaboration involving the Oakland Transitional Grant Area
(OTGA) Planning Council, the Contra Costa HIV Consortium, and the two
county health departments, develop an End of AIDS Action Plan for the
Oakland TGA that outlines steps to implement a collaborative,
multidisciplinary campaign to end HIV in the two-county region, including
ending new HIV infections, ending HIV-related deaths, and ending HIV related
stigma.
2. Continually collect and report data on new HIV diagnoses in the OTGA,
including breakdowns by ethnicity, gender, transmission category, and age.
3. Conduct ongoing needs assessments to identify emerging issues related to
HIV infection and access to HIV education, testing, and other resources.
4. Deliver targeted, sustained, and evidence-based HIV prevention interventions
that are appropriate for high-risk populations.
5. Support the development of expanded, tailored , HIV-related stigma reduction
campaigns in English and Spanish that are aimed at specific, high-risk
subpopulations and are developed in collaboration with consumers; that
address stigma related to HIV, homophobia, and HIV risk behaviors; that
incorporate cutting-edge social media approaches; and that contain sex-
positive messages.
8 https://med.stanford.edu/news/all-news/2017/05/study-identifies-cost-effective-ways-to-combat-hiv-risk.html
FHS Agenda Packet Page 106 of 235
6. Utilize targeted social marketing, media, mobilization and condom distribution
programs in English and Spanish to raise and sustain awareness of HIV risk .
7. Ensure widespread, accessible, and well-publicized syringe distribution and
syringe exchange services.
The Integrated HIV Prevention & Care Plan targets the highest risk populations
including men who have sex with other men and injection drug users, for HIV prevention
and care services. Needle exchange remains an integral component of the plan. In
Contra Costa County, we anticipate continuing the use of County General Funds for
needle exchange services to support the downward trend in HIV infections attributed to
injection drug use. The current plan can be found on the Public Health website at
http://cchealth.org/aids.
Data-to-Care Programs
Data-to-Care is a public health strategy that aims to use HIV and STD surveillance data
to identify HIV-diagnosed individuals and those at highest risk for HIV not in care, link
them to care, and support the HIV Care Continuum (individuals diagnosed with HIV,
percentage of individuals linked to HIV care, percentage of individuals who are virally
suppressed, and percentage of individuals who are retained in care). In this reporting
period, the HIV/AIDS and STD Program continued to offer two data-to-care interventions
that prioritize high-risk individuals: 1) targeted outreach to individuals who have been
recently diagnosed with an STD, including individuals who are co-infected with HIV and
STDs, and 2) a Pre-Exposure Prophylaxis (PrEP) Navigation Program for Contra Costa
residents.
PrEP is the use of anti-retroviral medication to prevent acquisition of HIV infection. It is
used by HIV-negative persons who are at high risk of being exposed to HIV through
sexual contact or injection drug use. Studies have shown that PrEP reduces the risk of
getting HIV from sex by about 99% when taken daily. Among people who inject drugs,
PrEP reduces the risk of getting HIV by at least 74% when taken daily.9 At present,
there are two medications with an FDA-approved indication for PrEP: tenofovir disoproxil
fumarate-emtricitabine, which is available as a fixed-dose combination in a tablet called
Truvada®, and emtricitabine & tenofovir alafenamide fumarate, which is available in a
fixed-dose combination in a tablet called Descovy®. Both pills are once-daily
prescription medicines for adults and adolescents at risk of HIV who weigh at least 77
pounds. Both medications are also commonly used in the treatment of HIV. The main
difference is that Descovy® for PrEP is recommended to prevent HIV for people at risk
through sex, excluding people at risk through receptive vaginal sex. Descovy has
not yet been studied for HIV prevention for receptive vaginal sex, so it may not be
appropriate for some people. PrEP should be considered part of a comprehensive
prevention plan that includes adherence support, risk reduction counseling, HIV
prevention education and provision of condoms.
9 https://www.cdc.gov/hiv/basics/prep.html
FHS Agenda Packet Page 107 of 235
The HIV/AIDS and STD Program is actively expanding access to pre-exposure
prophylaxis for HIV prevention (PrEP) for Contra Costa residents. The State of
California’s assistance program for the prevention of HIV, PrEP-AP, helps cover the out-
of-pocket medical costs related to getting on PrEP. This includes access to all
medications on the PrEP-AP formulary for the prevention of HIV and treatment of
sexually transmitted infections (STIs), certain vaccines, labs, and all office visits. The
PrEP-AP serves HIV-negative persons ages 12 or older who are residents of California
with a Modified Adjusted Gross Income (MAGI) that does not exceed 500% of the
Federal Poverty Level based on family size and household income. All Contra Costa
Positive Health and Sexual Health providers are now PrEP-AP providers, which gives
individuals a choice of day and evening appointments options throughout the week.
Clinics are located at the West County Health Center, Martinez Health Center, Pittsburg
Health Center, and Brentwood Health Center. The Concord Health Center is in the
process of being added to the HIV Program’s PrEP-AP contract as a fifth clinical provider
site.
The Line List targeted outreach intervention consists of generating lists that are pulled
from State and County surveillance systems. These line lists are focused on three
populations at particularly high-risk for HIV and/or repeat STDs: men who have sex with
men (MSM) recently diagnosed with one or more STD, women of color (African
American and Latinas) recently diagnosed with one or more STD, and individuals co -
infected with HIV and STD(s). Trained Disease Intervention Technicians (DITs) call the
individuals on the line lists and offer risk reduction services, partner services, and, in the
case of people who do not have HIV, Pre-Exposure Prophylaxis (PrEP) navigation
services. In this reporting period, DITs provided risk reduction services to a total of 381
individuals (349 HIV-negative and 32 people living with HIV). Please note, the Line List
work was also affected by the COVID-19 pandemic since fewer individuals tested and
received treatment for STDs in FY 19-20.
OPIOID OVERDOSE
Opioids are medications that relieve pain. They reduce the intensity of pain signals
reaching the brain, diminishing the effects of a painful stimulus. Medications that fall
within this class include hydrocodone (e.g., Vicodin), oxycodone (e.g., OxyContin,
Percocet), morphine (e.g., Kadian, Avinza), codeine, and related drugs. Hydrocodone
products are the most prescribed for a variety of painful conditions, including dental and
injury-related pain. Morphine is often used before and after surgical procedures to
alleviate severe pain. Codeine is often prescribed for mild pain. In addition to their pain-
relieving properties, some of these drugs—codeine and diphenoxylate (Lomotil) for
example—can be used to relieve coughs or severe diarrhea.
FHS Agenda Packet Page 108 of 235
Heroin is an opioid drug that is synthesized from morphine. In 2020, 902,000 Americans
reported using heroin in the past year, a number that has risen steadily since 2007. The
greatest heroin use is among individuals aged 18-25.10
Chart 10: Past Year Illicit Drug Use: Among People Aged 12 or Older; 2020
Data from 2011 showed that nearly 80% of Americans using heroin report misusing
prescription opioids first, and it is estimated that about 23% of individuals who use
heroin become dependent on it.11 Prescription opioid pain medications such as
Oxycontin and Vicodin can have effects similar to heroin when taken in doses or in
ways other than prescribed, and they are currently among the most commonly abused
drugs in the United States (See Chart 10: Rx Pain Reliever Misuse).
The California Department of Health reported 5,363 opioid-related overdose deaths in
2020, with 3,857 deaths related to fentanyl overdose. This marks an increase of 121%
from the 2,428 reported opioid-related deaths in 2018, which was a 42% increase since
2012.12 In Contra Costa County, there were 81 opioid deaths in 2018, 84 in 2019, and
144 in 2020 which is a marked increase from the 50 opioid overdose deaths reported in
2016.13 All regions of the county have experienced fatal overdoses, emergency
department visits, and hospitalizations due to opioid overdose.
Recognizing the life-saving effects of the opioid-overdose reversal drug naloxone,
Senate Bill (SB) 833 (Chapter 30, Statutes of 2016) established a new Naloxone Grant
Program within the California Department of Public Health (CDPH).14 The goal of the
program was to reduce fatal overdoses by increasing access to naloxone nasal spray
called Narcan.
10
https://www.samhsa.gov/data/sites/default/files/reports/rpt35325/NSDUHFFRPDFWHTMLFiles2020/2020NSDUHFFR1PDFW
102121.pdf
11 http://www.drugabuse.gov/publications/drugfacts/heroin
12 https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/SACB/Pages/PrescriptionDrugOverdoseProgram.aspx
13 https://skylab.cdph.ca.gov/ODdash/
14 https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/SACB/Pages/NaloxoneGrantProgram.aspx
FHS Agenda Packet Page 109 of 235
In 2017-2019, the HIV/AIDS and STD Program administered the Naloxone Grant
Program by distributing the county’s 1,642 State -allotted doses to local community
agencies with existing naloxone distribution systems and those working with individuals
most likely to experience or witness opioid overdoses.
After this successful pilot program, the California Department of Health Care Services
began providing free naloxone directly to organizations and entities.
DISPOSAL
Contra Costa Environmental Health (CCEH) administers the Medical Waste
Management Program for Contra Costa County and is the local enforcement and
regulatory agency for Medical Waste Generators. CCEH issues permits and registers
generators of medical waste, responds to complaints of abandoned medical waste on
public property, and implements the Medical Waste Management Act (Part 14, C. 1-11
of the California Health and Safety Code). The agency web site maintains a list of
frequently asked questions (FAQs) on syringe and needle disposal, a list of disposal
sites in Contra Costa, several pamphlets describing the proper disposal of syringes and
other medical waste, and links to state and other resources. Additional information can
be found at https://www.contracosta.ca.gov/depart/cd/recycle/options/msh.htm .
Local Drop Off Sites for
Needles/Sharps Contra Costa County
Alamo
Alamo Sheriff's Substation
150 Alamo Plaza, Suite C, 94507 (925) 837-2902
Antioch
Delta HHW Collection Facility
2550 Pittsburg-Antioch Hwy, 94509 (925) 756-1990
Concord
Mt. Diablo Resource Recovery (For
residents of Concord Only)
4080 Mallard Drive,
Contra Costa County
Regulatory/Information Service
Contra Costa Environmental Health -
Medical & Solid Waste (925) 692-2500
Lafayette
Lafayette Fire Station
3338 Mt. Diablo Blvd., 94549
FHS Agenda Packet Page 110 of 235
Martinez
Mt. View Sanitary District (MVSD)
3800 Arthur Rd., 94553 (925) 228-5635
Moraga
Moraga Fire Station
1280 Moraga Way, 94556
Orinda
Orinda Police Department
22 Orinda Way, 94563
Richmond
West County HHW Collection Facility
101 Pittsburg Ave., 94801 (888) 412-9277
San Jose
Safety Kleen (408) 294-8778
San Ramon
San Ramon Fire District
1500 Bollinger Canyon Rd., 94583
Walnut Creek
John Muir Rossmoor Medical Center
Pharmacy
1220 Rossmoor Parkway, 94598 (925) 988-7510
Walnut Creek City Hall
1666 North Main Street, 94596
The Public Health HIV/AIDS and STD program has received no complaints from law
enforcement, businesses, pharmacies, or community members regarding discarded
syringes this year.
FHS Agenda Packet Page 111 of 235
CONCLUSIONS:
1. Access to sterile needles has made a difference in Contra Costa and remains an
important component of the overall strategy to reduce transmission of blood borne
diseases.
2. Law enforcement exposure to potential blood borne pathogens via needle stick
injury has not increased with the implementation of needle exchange and pharmacy
syringe sales. Materials for Law Enforcement to document potential exposure and
request assistance are available on the website.
3. Needle exchange is a critical component and essential service of Contra Costa’s
HIV prevention strategy and should remain in effect until further notice. Needle
exchange is also a crucial part of Contra Costa’s strategy to address the opioid
epidemic by increasing naloxone access and linking people to substance use
treatment programs.
FHS Agenda Packet Page 112 of 235
FAMILY AND HUMAN SERVICES COMMITTEE 7.
Meeting Date:02/28/2022
Subject:Council on Homelessness Quarter 3 and 4 Reports
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 5
Referral Name: Homeless Continuum of Care / Health Care for the Homeless
Presenter: N/A Contact: Jaime Jenett, (925) 464-0152
Referral History:
Health, Housing and Homeless Services Division staffs the Council on Homelessness, which functions as both an advisory
board to the Board of Supervisors and the governing board of the Contra Costa County Homeless Continuum of Care.
In November 2014, the Board approved “Forging Ahead Towards Preventing and Ending Homelessness: An Update to Contra
Costa’s 2004 Strategic Plan”, that renewed the County's 2004 plan with the latest data, best practices, and community
feedback and reaffirmed the County's commitment to the Housing First approach. As such, “Forging Ahead” establishes this
guiding principle:
“Homelessness is first a housing issue, and necessary supports and services are critical to help people remain
housed. Our system must be nimble and flexible enough to respond through shared responsibility,
accountability, and transparency of the community.”
The Strategic Plan Update identifies two goals:
1) Decrease the length of time people experience homelessness by focusing on providing Permanent Housing and Services; and
2) Decrease the percentage of people who become homeless by providing Prevention activities.
To achieve these goals, three strategies emerged:
Implement a coordinated entry/assessment system to streamline access to housing and services while addressing
barriers, getting the right resources to the right people at the right time; and
Use best, promising , and most effective practices to give the consumer the best possible experience through the
strategic use of resources; and
Develop the most effective platforms to provide access, support advocacy, and connect to the community about
homelessness and available resources.
The Homeless Program of the Health, Housing and Homeless Services Division partners with the Homeless Advisory Board
and Continuum of Care to develop and carry out an annual action plan that identifies the objectives and benchmarks related to
each of the goals and strategies of Forging Ahead. Further, the Homeless Program incorporates the strategic plan goals into its
own delivery system of comprehensive services, interim housing and permanent supportive housing as well as contracting with
community agencies to provide additional homeless services and housing with the goal of ending homelessness in our
community.
The Council is submitting a Q3 and Q4 2021 quarterly reports with updates on the homeless Continuum of Care and work of
the Council on Homelessness, as well as recommendations for the Board of Supervisors from the Council on Homelessness
Advisory Body.
Referral Update:
Please see the attached Homeless Continuum of Care 2021 Quarter 3 and Quarter 4 reports for updates.
Recommendation(s)/Next Step(s):
FHS Agenda Packet Page 113 of 235
Recommendation(s)/Next Step(s):
ACCEPT the 2021 Quarter 3 and Quarter 4 reports from the Council on Homelessness, and DIRECT staff to forward the
reports to the Board of Supervisors for their information.
Fiscal Impact (if any):
There are no fiscal impacts.
Attachments
CoH 2021 Quarter 3 Report
CoH 2021 Quarter 4 Report
FHS Agenda Packet Page 114 of 235
STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS
Contra Costa County Homeless System of Care Quarterly Report for
Quarter 3 of 2021 (July-September)
LETTER FROM THE CHAIR
Dear Contra Costa County Board of Supervisors,
The third quarter of 2021 saw the Continuum of Care (CoC) and Council on Homelessness (COH)
prepare to respond to funding opportunities, begin work to achieve the ambitious goal
committed to through the Regional Action plan of reducing homelessness by 75% by 2024 and
adjust as COVID-19 impacted programs and services begin to reboot.
Highlights include
- Roll out of over 200 + Emergency Housing Vouchers
- Responding to funding opportunities
- Implementation of equity tools
- Data on our system of care
- Reopening of programs and facilities
The Council on Homelessness is always happy to share information on the tremendous work
happening to address homelessness in Contra Costa!
Sincerely,
Lindy Johnson, Chair of the Council on Homelessness
FHS Agenda Packet Page 115 of 235
INTRODUCTION
The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the
County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The
Council provides advice and input to the Board of Supervisors on the operations of homeless
services, program operations, and program development efforts in Contra Costa County. The
Contra Costa Council on Homelessness is the governing body for the Contra Costa County
Continuum of Care (CoC).
The Contra Costa CoC is comprised of multiple partners, including service providers, members
of the faith community, local business, private and public funders, community members,
education system and law enforcement, and others who are working collaboratively to end
homelessness. The COH and COC are supported by Contra Costa Health Services Health,
Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and
collaborative applicant, CoC Lead Agency and Homeless Management Information System
(HMIS database) Lead Agency.
The purpose of this report is to share information about the CoC and COH activities with the
Contra Costa County Board of Supervisors and to provide recommendations from the COH to
the County Board of Supervisors on long range planning and policy formulation that would
support the county homeless CoC. This report includes information on system data, funding and
policy activities, and CoC initiatives. All information will reflect activities and data for the prior
quarter.
This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC
partners.
SYSTEM DATA
Appendix A includes a data analysis depicting the inflow and outflow of clients in the system,
current utilizers of the system, and recidivism (rates of individuals returning to homelessness).
The graphics and content in that analysis depict data for the third quarter of 2021 (July, August
and September).
SYSTEM FUNDING
This quarter the CoC continued to evaluate the system of care and prepared to pursue funding
opportunities to address the gaps in Contra Costa’s homeless system.
Emergency Housing Vouchers (EHV)- The American Rescue Plan (ARP) of 2021 appropriated $5
billion for New Emergency Housing Vouchers (Tenant Based Rental Assistance). Contra Costa
received 201 vouchers. The Council on Homelessness and providers made progress developing
EHV related processes and programs needed to distribute the vouchers, including setting
FHS Agenda Packet Page 116 of 235
priorities and implementing a specific EHV Voucher Working Group of the Oversight
Committee.
HUD CoC NOFA- In Quarter 3 of 2021, the CoC continued preparations to compete for the CoC’s
largest source of renewable (sustainable) funding from the US Department of Housing & Urban
Development – the HUD CoC Notice of Funding Opportunity (NOFO). This competition brings in
more than 80% of the CoC’s funding and is the primary source of funding for the County’s
permanent supportive housing stock. This funding application was released by HUD in mid-
August and the application process, including a Technical Assistance workshop for prospective
applicants was completed in Q3. In early Q4, the Council on Homelessness Review and Rank
Committee will review all applications and rank them in order of funding priority and the
Council on Homelessness will vote on the final priority listing at the October 28, 2021 Council
meeting.
Homeless Housing, Assistance and Prevention Grant (HHAP) Rounds 3&4- The state is
allocating approximately $6.6M to Contra Costa through rounds 3 and 4 of the Homeless
Housing, Assistance and Prevention Grant (HHAP). The funding will require a 3-year action plan
that incorporates a local landscape analysis and identification of community plans to reduce
and resolve homelessness during this period of time. H3 will be working with technical
assistance providers to help develop the work plan. In September, the Council voted to
recommend that the community apply for HHAP Rounds 3 and 4 jointly as a CoC and County
and submit intent to redirect form to the State of California.
POLICY
The CoC works closely with H3 and local stakeholders and system partners to track homeless
and affordable housing policy that may impact the CoC, its clients, funding or current and
future operations. The CoH and CoC, with support from H3, tracked the state budget and
United States Department of Housing and Urban Development (HUD) for upcoming funding and
funding policy strategies related to homelessness.
The Council tracked progress of the state budget closely and is preparing for community input
opportunities to help determine local priorities for future funding.
SYSTEM INITI ATIVES
The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement
that are designed to improve services to clients and achieve various system goals.
FHS Agenda Packet Page 117 of 235
Equity - A four-part training series on Racial Equity, conducted by C4 Innovations for H3, CoC
leadership, providers and partners was completed in Q3. In addition, the Council revised the
supplemental application and rubric used to select new potential Council members to increase
diversity and the ability of people with lived experience to be selected for the Council.
Homelessness Awareness Month - The Council convened a Homelessness Awareness Month
Planning Committee to develop materials and events to mark Homelessness Awareness Month
in November.
Regional Action Plan Progress- The Continuous Quality Improvement Committee began
meeting with the goal of using Continuous Quality Improvement methods to reduce
unsheltered homelessness by 75% by 2024, a goal committed to through adoption of the
Regional Action Plan.
System Partner Map- In this quarter, the CoC launched the Homeless Partner Map which
displays homeless services and those connections to other partnering services in Contra Costa
County. This tool is designed to help local agencies and partners understand how various local
systems and partners are currently connected to the homeless system (Contra Costa's
Homeless Continuum of Care). To see the map, go to https://cchealth.org/h3/coc/#Map.
Meetings, Trainings, and Events – The CoC hosted three (3) COH meetings for Councilmembers
to meet to conduct the business of the CoC Board; three (3) CoC provider meetings; five (5)
trainings including the series of four (4) trainings on Racial Equity and a training on Fair
Housing; and 12 other events including one (1) HUD CoC NOFO Technical Assistance Session,
two (2) COH Policy Committee meetings, one (1) Oversight Committee meeting, two (2) HMIS
Policy Committee meetings, two (2) Continuous Quality Improvement (CQI) Committee
meetings, three (3) Homelessness Awareness Month Committee meetings and one (1)
Executive Director meeting. The recordings, minutes and materials for trainings and meetings
can be found on the H3 website1 and on the County agenda center2, and a calendar of
upcoming meetings and events can be found on the H3 website.
COVID-19 UPDATE
The CoC has continued to support providers, staff, and consumers during the COVID-19
pandemic providing guidance, COVID-19 testing, vaccines, and implementing a strategy to
transition individuals in Project Roomkey into permanent housing. The system of care is
1 https://cchealth.org/h3/coc/partners.php#Training
2 https://www.contracosta.ca.gov/agendacenter
FHS Agenda Packet Page 118 of 235
continuing to reopen programs and sites in accordance with health orders and guidance
provided by Contra Costa Health Services.
Concord Shelter and Service Center- The Concord Shelter, Philip Dorn Respite Center and
Concord Service Center have been remodeled and the sites reopened. The shelter now has
individual sleep stations that provide privacy and allows for couples and multigenerational adult
households. The Service Center provides showers, laundry, bathrooms and mail, in addition to
an outdoor pocket park with kennels for pets. The Service Center will also function as a
Warming Center with 6 beds for individuals who need to come indoors but cannot access a
shelter.
East County Interim Housing Program (ECIHP)- In quarter 3, renovations continued on the
former Motel 6 in Pittsburg now operating as the East County Interim Housing Program (ECIHP),
with Bay Area Community Services (BACS) contracted as the service provider. Construction
began on the East County Homekey site and residents were temporarily relocated to Project
Room Key sites. The Homekey site is expected to reopen in early December and once the site is
repopulated, the Central county Project Room Key hotel will close.
Project Room Key- In Q3, the remaining 2 Project Roomkey hotels continued operations and
residents were offered housing case management focused on exit planning and housing
stabilization. Housing placement continued for the one hundred participants approved for
housing vouchers and Rapid Rehousing Program.
TESTING AND VACCINATION
In the third quarter of 2021, among people who meet the HUD definition of homelessness:
• 6,026 new COVID-19 tests were administered
• 327 individuals received positive tests for COVID-19
• 1,726 vaccines administered
Additional data related to COVID-19 and those experiencing homelessness can be found on the
data dashboard.3
RECOMMENDATIONS
1. Support Policies That Further Regional Action Plan Goals
3 https://www.coronavirus.cchealth.org/homeless
FHS Agenda Packet Page 119 of 235
The COH is excited to support the Regional Action Plan goal to bring 75% of the unsheltered
indoors by 2024 by improving existing systems & investing in the 1-2-4 system flow. In order
for the CoC to reach this goal, the system will need to secure more ongoing funding for
prevention and permanent housing interventions such as Permanent Supportive Housing.
FHS Agenda Packet Page 120 of 235
APPENDIX A
CONTRA COSTA COUNTY HEALTH, HOUSING, AND
HOMELESSNESS DATA SUMMARY
Description of the data:
• What: Program Utilization, Outcomes, and Consumer Demographics Summary
• Who: Contra Costa Continuum of Care (CoC) consumers
• When: July1, 2021 – September 30, 2021 (Quarter Three)
• Why: Presentation to the Board of Supervisors
This summary includes high-level analyses of CoC consumers and households during the third
quarter (Q3) of 2021 (July 1, 2021 to September 30, 2021), focusing on the following four indicators,
including race and ethnicity demographics for each measure:
Main Findings
FHS Agenda Packet Page 121 of 235
• System Utilizers
o 3,968 households (4,991 consumers) utilized the homelessness system of care during Q3
(Prevention and Diversion, Literally Homeless, and Permanent Housing programs 4).
o The majority of households were White (45%), followed closely by Black/African
American/African (38%); 17% were Hispanic/Latin(a)(o)(x).
o 70% of all households accessed a Literally Homeless program.
• New-to-System
o 15% of all households served were new to the system (594 households).
o White and Black/African American/African households each made up 38% of households
that were new-to-system. 24% were Hispanic/Latin(a)(o)(x).
o The majority of new-to-system households (83%) accessed a Literally Homeless program
during Q3.
• Exits from System
o 15% of all households served were categorized as “outflow” or exited the system of care
(599 households).
o The majority of exiting households were White (44%), followed closely by Black/African
American/African (36%); 21% were Hispanic/Latin(a)(o)(x).
o 35% of households exited to a Permanent destination.
o There were only four more households exiting the system of care (599 households) than
newly entering the system of care (594 households) in Q3.
• Returns
o Small number of returning households (N=16) make the data vary widely from quarter
to quarter.
o White households returned to homelessness at a higher rate than any other racial group
of consumers (88% of returning households).
• Racial/Ethnic Comparisons
o The proportion of White households new-to-system and proportion of outflow were
lower than White proportion of system utilizers, suggesting that White households have
less movement in and out of the system of care than other populations.
o The proportion of Hispanic/Latin(a)(o)(x) new-to-system and proportion of outflow were
higher than their proportion of system utilizers, suggesting that Hispanic/Latin(a)(o)(x)
move out in and out of the system of care faster than other populations.
4 The Coordinated Entry project type is not included in this quarter’s summary. Please see the Methods
section for more details.
FHS Agenda Packet Page 122 of 235
System Utilizers
3,968 households (4,991 consumers) had an active enrollment in a Continuum of Care (CoC)
program during Quarter Three of 2021. This included all programs in the three intervention levels of
service within Contra Costa County’s Homelessness CoC (Prevention and Diversion, Literally
Homeless, and Permanent Housing programs5). The number of consumers and households
accessing programs at each intervention level is presented in Table 1. Of the total 3,968 household
enrollments last quarter, 2,814 households (70%) accessed Literally Homeless programs, 916
households (23%) were enrolled in Permanent Housing programs, and 238 households (7%) utilized
Prevention and Diversion programs.
Intervention Level Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Prevention/Diversion 337 238 6% 7%
Literally Homeless 3,493 2,814 71% 70%
Permanent Housing 1,162 916 23% 23%
Total Deduplicated 4,991 3.968 100% 100%
Table 1. Household System Utilization by Intervention Level
White households were the largest racial group accessing the system of care (making up 45% of
households in the CoC); followed by Black/African American (38%). All other racial groups made up
7% or less of the CoC (Table 2).
Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 2,149 1,794 43% 45%
Black, African American, or African 1,906 1,490 38% 38%
American Indian, Alaska Native, or
Indigenous 376 284 8% 7%
Multi-Racial 282 176 6% 4%
Asian or Asian American 101 75 2% 2%
Native Hawaiian or Pacific Islander 77 55 2% 1%
Missing 98 84 2% 2%
Total Deduplicated 4,991 3,968 100% 100%
5 A detailed description of each program type category is provided in the Methods section of this
summary.
FHS Agenda Packet Page 123 of 235
Table 2. Race Breakdown by Unique Consumers and Households
Non-Hispanic/Latin(a)(o)(x) made up 81% of the CoC; 17% were Hispanic/Latin(a)(o)(x), (Table 3).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Non-Latin(a)(o)(x) 3,929 3,215 79% 81%
Hispanic/Latin(a)(o)(x) 967 668 19% 17%
Missing 395 85 2% 2%
Total Deduplicated 4,991 3,968 100% 100%
Table 3. Ethnicity Breakdown by Unique Consumers and Households
New-to-System
594 households (with 813 unique consumers), or 15% of all households served during Q3, enrolled
into the system of care for the first time ever during the report period. This includes new
enrollments into a program within the Prevention and Diversion, Literally Homeless, or Permanent
Housing intervention levels. The breakdown of program utilization by intervention level is shown in
Table 4. Of the 594 new households entering the system in Q3, 97 (16%) entered Prevention and
Diversion programs, 493 (83%) entered Literally Homeless programs, and 4 households (1%)
entered Permanent Housing programs.
Intervention Level Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Prevention and Diversion 144 97 18% 16%
Literally Homeless 664 493 82% 83%
Permanent Housing 5 4 1% 1%
Total (unduplicated) 813 594 100% 100%
Table 4: Household Inflow by Program Type
Both White and Black/African American households made up 38% of the households that were
new-to-system followed by American Indian/Alaska Native/Indigenous (11%, Table 5).
FHS Agenda Packet Page 124 of 235
Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 292 226 36% 38%
Black, African American, or African 323 227 40% 38%
American Indian, Alaska Native, or
Indigenous 89 65 11% 11%
Multi-Racial 36 24 4% 4%
Asian or Asian American 20 9 2% 1%
Native Hawaiian or Pacific Islander 10 8 1% 1%
Missing 43 35 5% 6%
Total Deduplicated 815 601 100% 100%
Table 5: Race Breakdown of Consumers New to System of Care
Non-Hispanic/Latin(a)(o)(x) made up 72% of the CoC; 24% were Hispanic/Latin(a)(o)(x), (Table 3).
The proportion of Hispanic/Latin(a)(o)(x) that made up new-to-system (24%) was higher than the
proportion of Hispanic/Latin(a)(o)(x) of system utilizers (17%).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Non-Latin(a)(o)(x) 585 428 72% 72%
Hispanic/Latin(a)(o)(x) 200 141 25% 24%
Missing 28 25 3% 4%
Total Deduplicated 813 594 100% 100%
Table 6: Ethnicity Breakdown of Consumers New to System of Care
System Outflow
599 households (819 consumers), or 15% of active consumers during Q3, exited the system of care
and did not reenroll into another program by the end of the reporting period. The exit destinations
of consumers leaving the system of care, according to their final exit, are shown in Table 7. Exit
destination categories include Temporary settings (emergency shelters not in the HMIS, hospital,
jail, staying with friends or family temporarily), Permanent settings (subsidized housing with a
move-in date, moving into own unit/house, staying with friends or family permanently, nursing
home), Unsheltered Destination (last destination recorded was a place not meant for habitation),
and Other (consumer deceased or destination unknown).
FHS Agenda Packet Page 125 of 235
209 households (365 consumers), or 35% of all household system leavers, exited to a Permanent
exit destination in Quarter Three. Another 48% of households exited to an Other/Unknown
destination, 12% to a Temporary destination, and 5% to an Unsheltered exit destination.
Exit Destination Category Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Temporary 102 73 12% 12%
Permanent 365 209 45% 35%
Unsheltered 37 32 5% 5%
Other/Unknown 315 285 38% 48%
Total Deduplicated 819 599 100% 100%
Table 7: Exit Destinations of Consumers Leaving the System of Care
White households were the largest racial group making up system outflow (44% of households
exiting the system of care); followed by Black/African American (36%). All other racial groups made
up 7% or less of system outflow (Table 8).
Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 329 265 40% 44%
Black, African American, or African 320 213 39% 36%
American Indian, Alaska Native, or
Indigenous 58 44 7% 7%
Multi-Racial 49 31 6% 5%
Asian or Asian American 30 20 4% 3%
Native Hawaiian or Pacific Islander 8 5 1% 1%
Missing 25 19 3% 3%
Total Deduplicated 819 599 100% 100%
Table 8: Race Breakdown of Consumers Exiting the System of Care
Non-Hispanic/Latin(a)(o)(x) made up 76% of the system outflow (76% of exiting households); 21%
were Hispanic/Latin(a)(o)(x), (Table 9). Hispanic/Latin(a)(o)(x) made up a greater proportion of exits
from the CoC (21%) than system utilizers (17%).
FHS Agenda Packet Page 126 of 235
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Non-Latin(a)(o)(x) 611 457 75% 76%
Hispanic/Latin(a)(o)(x) 186 124 23% 21%
Missing 22 18 3% 3%
Total Deduplicated 819 599 100% 100%
Table 9: Ethnicity Breakdown of Consumers Exiting the System of Care
Recidivism
16 households (21 consumers) returned as literally homeless to the CoC in Q3 of 2021. A return as
literally homeless included anyone who enrolled in a Literally Homeless program within two years
from their last exit to a Permanent destination.
Because the number of people/households returning each quarter is small, proportions of returns
by race and ethnicity will be more pronounced and will fluctuate significantly each quarter. Please
keep this in mind as conclusions are drawn potentially indicating disparities. Annual data will be
analyzed at the final quarter to check on the stability of any disparities identified across quarters.
White households made up a greater proportion of people returning to the system (88%) and
Asian/Asian Americans made up 12%. No other racial groups returned to the crisis response from a
previous permanent housing exit (Table 10). Again, these numbers are too low to draw comparisons
to other data in this report.
Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 18 14 82% 88%
Black, African American, or African 0 0 0% 0%
American Indian, Alaska Native, or
Indigenous 0 0 0% 0%
Multi-Racial 0 0 0% 0%
Asian or Asian American 2 2 10% 12%
Native Hawaiian or Pacific Islander 1 0* 4% 0%
Missing 1 0* 4% 0%
Total Deduplicated 21 16 100% 100%
*Household data is based on the HoH. Asian or Asian American and Native Hawaiian or Pacific
Islander each had one consumer who returned, but not reflected as a household. Those consumers
were dependents and not counted as a household.
Table 10: Race Breakdown of Consumers Returning to System of Care
FHS Agenda Packet Page 127 of 235
Non-Hispanic/Latin(a)(o)(x) made up 81% of the system returners (13 households); 19% were
Hispanic/Latin(a)(o)(x), (Table 11).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Non-Latin(a)(o)(x) 17 13 81% 81%
Hispanic/Latin(a)(o)(x) 4 3 19% 19%
Missing 0 0 0% 0%
Total Deduplicated 21 16 100% 100%
Table 11: Ethnicity Breakdown of Consumers Returning to System of Care
New-to-System and Outflow by Race/Ethnicity
Summarizing the Quarter Three findings presented above, the system of care was comprised of
3,968 households: 594 households (813 consumers) were new to the system, 599 households (819
consumers) left the system, and 16 households (21 consumers) returned within two years from an
exit to a stably housed destination (Figure 1).
Figure 1: Overview of System Utilization Unique Households)
16
599
594
3,968
Returns
Outflow
New-to-System
Total System Utilizers
Overview of System Utilization (Households)
FHS Agenda Packet Page 128 of 235
There are differences by race and ethnicity for system utilizers, new-to-system, outflow, and
returns to the homelessness system of care (Figure 2):
• White households made up 45% of system utilizers, 38% of new-to-system, 44% of outflow,
and 88% of returns. This percent of new-to-system than system utilizers and exits/outflow
suggests that White households had more people who remain in the system for longer
periods of time than other racial/ethnic groups. The very few number of households that
return to the system within the reporting preriod make inferences about the data
inconclusive.
• Black/African American households made up 38% of system utuilzers, 38% of new-to-
system, 36% of outflow, and 0% of returns. There were no differences across the system
categories.
• American Indian/Alaska Native/Indigenous made up 7% of system utilizers, 11% of new-to-
system, 7% of outflow, and 0% of returns. They had higher rates of new-to-system than
system utilization.
• People with Multiple Races made up 4% of system utilizers, 4% of new-to-system, 5% of
outflow, and 0% of returns. There were no differences across the system categories.
• Asian/Asian American households made up 2% of system utilizers, 1% of new-to-system,
3% of outflow, and 12% of returns. The low number of households that return to the
system make inferences about the data inconclusive.
• Native Hawaiian/Pacific Islander households made up 1% of system utilzers, 1% of new-to-
system, 1% of outflow, and 0% of returns. There were no differences across the system
categories.
• Hispanic/Latin(a)(o)(x) households made up 17% of system utilizers, 24% of new-to-system,
21% of outflow, and 19% of returns. The higher proportion of new-to-system and outflow
than system utilizers suggest that this population moves in and out of the system faster
than other racial/ethnic groups.
FHS Agenda Packet Page 129 of 235
Figure 2: System Utilization by Race & Ethnicity
45%38%
7%4%2%1%
17%
38%38%
11%4%1%1%
24%
44%36%
7%5%3%1%
21%
88%
0%0%0%
13%
0%
20%
Race and Ethnicity Across User Types (Households)
System Utilizers New-to-System Outflow Returns
FHS Agenda Packet Page 130 of 235
Methods & Definitions
Data Quality & Analysis
• As the methodology to pull and analyze the BOS quarterly data continues to be refined and
improved, we recommend not drawing conclusions based on previous BOS quarter data. We
will provide an annual report summarizing all quarters in early 2022 that will provide insight on
these four primary indicators over an annual basis. Further, the HMIS is a live and shared
database; numbers are potentially subject to minor fluctuations at any given time, should the
report be rerun for the same time period. This could be due to retroactive data entry or data
clean-up work.
Head of Household (HoH)
• The Head of Household (HoH) is one member of a household to whom all other household
members can be associated. A household can be a single individual or a group of persons who
apply together to a continuum project for assistance and who live together in one dwelling unit,
or, for persons who are not housed, who would live together in one dwelling unit if they were
housed. For the purpose of this report, the demographic data of the HoH represents the entire
household.
• Sometimes consumers enroll in a program with a household and enroll in another program as a
single adult. They are reflected in both the household count and the consumer count.
• Household data is determined by the HoH, including demographics such as race and ethnicity.
Race Definitions (as defined by the Department of Housing and Urban Development)
• American Indian, Alaska Native, or Indigenous: A person having origins to any of the indigenous
peoples of North and South America, including Central America.
• Asian or Asian American: A person having origins of Asian descent, including but not limited to
Chinese, Indian, Japanese, Korean, Pakistani, Vietnamese, or another representative
nation/region.
• Black, African American, or African: A person having origins to any of the Black racial groups of
Africa, including Afro-Caribbean.
• Native Hawaiian or Pacific Islander: A person having origins in any of the indigenous peoples of
Hawaii, Guam, Samoa, or another Pacific Island.
• Multi-Racial: A person who identifies as more than one race.
• White: A person having origins in any of the original peoples of Europe, the Middle East, or
North Africa.
FHS Agenda Packet Page 131 of 235
Ethnicity
• Hispanic/Latin(a)(o)(x): A person of Central American, Latin American, or South American origin,
separate from race.
Deduplication Strategies—intervention levels, outflow, new-to-system, returners
• Consumers and households may enter multiple programs within the same intervention level, or
even across intervention levels, resulting in multiple enrollments over the course of a report
period. This requires manually removing duplicate enrollments. When removing duplicate
enrollments across intervention levels, we chose enrollments in Literally Homeless over
Prevention and Diversion or Permanent Supportive Housing. For the outflow, new-to-system,
and return analyses, the order of deduplication did not impact the results as we simply needed
to know the number of consumers/households.
Intervention Levels
• Intervention Levels included in this report are 1) Prevention and Diversion, 2) Literally
Homeless, and 3) Permanent Housing. Coordinated Entry has been excluded from this analysis
due to pending system wide decisions around inclusion/exclusion criteria, as well as data
completion concerns. The system utilization numbers in this report will be noticeably lower
compared to Quarter 1, which did include Coordinated Entry program data.
o Prevention and Diversion:
An enrollment into a Homeless Prevention or Diversion program
o Literally Homeless:
An enrollment in Emergency Shelter, Transitional Housing, or Street Outreach
An enrollment in a Services Only project with no move-in date recorded, and
with a housing status not equal to “stably housed”
Rapid Rehousing or Permanent Supportive Housing if the household does not
have a move-in date
o Permanent Housing:
An enrollment in Rapid Rehousing or Permanent Supportive Housing with a
move-in date
An enrollment in Street Outreach or Services Only project while stably housed,
according to the housing status question
Exit Destination Categories
• The specific exit destinations that fall under each category are listed below:
o Temporary:
FHS Agenda Packet Page 132 of 235
Emergency shelter not in HMIS, including hotel or motel paid for with
emergency shelter voucher, or RHY-funded Host Home shelter, Hospital or other
residential non-psychiatric medical facility, Host Home (non-crisis), Hotel or
motel paid for without emergency shelter voucher, Moved from one HOPWA
funded project to HOPWA TH, Jail, prison or juvenile detention facility,
Psychiatric hospital or other psychiatric facility, Staying or living with family,
temporary tenure (e.g. room, apartment or house), Staying or living with friends,
temporary tenure (e.g. room, apartment or house), Transitional housing for
homeless persons (including homeless youth) not in HMIS, Safe Haven,
Residential project or halfway house with no homeless criteria, Substance abuse
treatment facility or detox center.
o Permanent:
Long-term care facility or nursing home, Rental by client in a public housing unit,
Rental by client, no ongoing housing subsidy, Rental by client, with GPD TIP
housing subsidy, Owned by client, no ongoing housing subsidy, Owned by client,
with ongoing housing subsidy, Moved from one HOPWA funded project to
HOPWA PH, Rental by client, with HCV voucher (tenant or project based), Rental
by client, with other ongoing housing subsidy, Rental by client, with RRH or
equivalent subsidy, Rental by client, with VASH housing subsidy, Permanent
housing (other than RRH) for formerly homeless persons, Staying or living with
friends, permanent tenure, Foster care home or foster care group home, Staying
or living with family, permanent tenure. All of these exits must have a move-in
date.
o Unsheltered:
Place not meant for habitation (e.g., a vehicle, an abandoned building,
bus/train/subway station/airport or anywhere outside).
o Other/Unknown:
Client doesn't know, Client refused, Data not collected, Deceased, Other, or No
exit interview completed.
FHS Agenda Packet Page 133 of 235
APPENDIX B
Commonly Used Acronyms and Terms
Acronym Definition
APR Annual Performance Report (for HUD homeless programs)
BOS Board of Supervisors (Contra Costa County)
BCSH California Business Consumer, Services and Housing Agency
CARE Coordinated Assessment and Resource
CCACS/CCYCS Contra Costa Adult Continuum of Service/ Contra Costa Youth Continuum of Services (H3
programs)
CDBG,
CDBG-CV
Community Development Block Grant (federal and state programs) and the federal
Community Development Block Grant CARES Act coronavirus allocation.
CESH California Emergency Solutions and Housing program (state funding)
COH Council on Homelessness
Continuum of
Care (CoC)
Continuum of Care approach to assistance to the homeless. Federal grant program
promoting and funding permanent solutions to homelessness.
Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban development
under CDBG.
CES/CE Coordinated Entry
CNWS Concord Naval Weapons Station
CORE Coordinated Outreach Referral, Engagement program
COVID-19 Coronavirus
DCD Contra Costa Department of Conservation and Development
DOC Department Operations Center
CDSS California Department of Social Services
EHSD (Contra Costa County) Employment and Human Services Division
EOC Emergency Operations Center
ESG and ESG-
CV
Emergency Solutions Grant (federal and state program) and the federal Emergency
Solutions Grant CARES Act coronavirus allocation.
FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants)
HCD Housing and Community Development (State office)
HCFC Housing Coordinating and Financing Council (state governing board under BCSH)
HEAP Homeless Emergency Aid Program (state funding)
HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009
HHAP Homeless Housing and Assistance Program (state funding);
HMIS Homeless Management Information System
HOME Home Investment Partnerships (CPD program)
FHS Agenda Packet Page 134 of 235
Homekey California funding to support development of interim and permanent housing
HUD U.S. Department of Housing and Urban Development (federal)
MHSA Mental Health Services Act
NOFA Notice of Funding Availability
PHA Public Housing Authority
Project
Roomkey
COVID-related State funding program to support decongregating homeless shelters using
hotels/motels.
PSH Permanent Supportive Housing
PUI Persons Under Investigation
RFP/RFQ/LOI Request for Proposal/Request for Qualifications/Letter of Intent related to funding
opportunities
RRH Rapid Rehousing
SAMHSA Substance Abuse & Mental Health Services Administration
SRO Single-Room Occupancy housing units
SSDI Social Security Disability Income
SSI Supplemental Security Income
TA Technical Assistance
TAY Transition Age Youth (usually ages 16-24)
VA Veterans Affairs (U.S. Department of)
VASH Veterans Affairs Supportive Housing
VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool
Contra Costa County COVID-19 Resources:
Please see below for additional resources on COVID-19.
Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard
Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-dashboar
Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates
Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-homeless
FHS Agenda Packet Page 135 of 235
STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS
Contra Costa County Homeless System of Care Quarterly Report for
Quarter 4 of 2021 (October - December)
LETTER FROM THE CHAIR
Dear Contra Costa County Board of Supervisors,
The fourth quarter of 2021 saw the Continuum of Care (CoC) and Council on Homelessness
(COH) responding to our system’s largest funding opportunity (Housing and Urban
Development CoC Notice of Funding Opportunity), implement equity principles in new Council
member selection process, with great results and reopen more County shelter facilities as we
responded to the Omicron COVID-19 variant.
Highlights include
- Continued distribution of Emergency Housing Vouchers
- Application process for HUD CoC NOFO
- Selected new Council Members that better reflect the diversity of the community
served
- Data on our system of care
- Reopening of County shelter
- Responding to Omicron variant
I have decided to step down from my seat as the Community Member representative to make
space for more diversity on the Council but intend to stay involved and engaged in addressing
homelessness in our community. It’s been a pleasure working with H3 staff and the entire
Council on Homelessness. I am constantly inspired by their commitment to service and
improving the quality of life for all members of our community!
Sincerely,
Lindy Johnson, Outgoing Chair of the Council on Homelessness
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INTRODUCTION
The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the
County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The
Council provides advice and input to the Board of Supervisors on the operations of homeless
services, program operations, and program development efforts in Contra Costa County. The
Contra Costa Council on Homelessness is the governing body for the Contra Costa County
Continuum of Care (CoC).
The Contra Costa CoC is comprised of multiple partners, including service providers, members
of the faith community, local business, private and public funders, community members,
education system and law enforcement, and others who are working collaboratively to end
homelessness. The COH and COC are supported by Contra Costa Health Services Health,
Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and
collaborative applicant, CoC Lead Agency and Homeless Management Information System
(HMIS database) Lead Agency.
The purpose of this report is to share information about the CoC and COH activities with the
Contra Costa County Board of Supervisors and to provide recommendations from the COH to
the County Board of Supervisors on long range planning and policy formulation that would
support the county homeless CoC. This report includes information on system data, funding and
policy activities, and CoC initiatives. All information will reflect activities and data for the prior
quarter.
This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC
partners.
SYSTEM DATA
Appendix A includes a data analysis depicting the inflow and outflow of clients in the system,
current utilizers of the system, and recidivism (rates of individuals returning to homelessness).
The graphics and content in that analysis depict data for the fourth quarter of 2021 (October,
November and December).
SYSTEM FUNDING
This quarter the CoC continued to evaluate the system of care and pursued funding
opportunities to address the gaps in Contra Costa’s homeless system, including our largest
source of funding, the HUD CoC NOFO
HUD CoC NOFO- In Quarter 4 of 2021, the CoC completed its Housing and Urban Development
Continuum of Care Notice of Funding Opportunity (HUD CoC NOFO) application process. This
work including having a sub-committee of the Council on Homelessness review and rank all
FHS Agenda Packet Page 137 of 235
submitted applications from providers seeking HUD CoC funds and having the Council on
Homelessness vote on the final ranking of projects to be submitted to HUD. The full application
was submitted to HUD 11/15/21.
Emergency Housing Vouchers (EHV)- The American Rescue Plan (ARP) of 2021 appropriated $5
billion for New Emergency Housing Vouchers (Tenant Based Rental Assistance). Contra Costa
received 201 vouchers. Fifty seven (57) long term shelter stayers were approved through Contra
Costa's Coordinated Entry System (CES) and referred to the Housing Authority of Contra Costa
County (HACCC) for processing and approval. Contra Costa CES, along with HomeBase, conducted
multiple trainings on aftercare and individualized service plans with providers making referrals for
EHV and client facing materials were developed and translated into Spanish.
POLICY
The CoC works closely with H3 and local stakeholders and system partners to track homeless
and affordable housing policy that may impact the CoC, its clients, funding or current and
future operations. The CoH and CoC, with support from H3, tracked the state budget and
United States Department of Housing and Urban Development (HUD) for upcoming funding and
funding policy strategies related to homelessness.
The Council tracked progress of the state budget closely and is preparing for community input
opportunities to help determine local priorities for future funding.
SYSTEM INITI ATIVES
The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement
that are designed to improve services to clients and achieve various system goals.
Equity - C4 Innovations, a technical assistance provider, conducted Listening Sessions with
clients and staff as part of an equity assessment that will be presented in Q1 2022. Using
revised the supplemental application and rubric, the Council selected new Council members
that increased the racial and ethnic diversity and number of people with lived experience to
serve on the Council.
Homelessness Awareness Month – To mark Homelessness Awareness Month (November), the
CoC developed a 100+ page toolkit (https://cchealth.org/h3/coc/pdf/Homeless-Awarenes-
Toolkit.pdf) , a 5-minute video amplifying the voices of people with lived experience of
homelessness (https://spark.adobe.com/video/g8uFATP1cNCaI), recognized over 50
outstanding individuals and agencies impacting homelessness
(https://cchealth.org/h3/coc/awards.php), presented to the Board of Supervisors on 11/9 and
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hosted a the CoC Learning Hub: "Hearing Other People's Experiences (H.O.P.E.) Beyond
Homelessness”, a panel discussion featuring people with lived experience in our community. A
recording of the Learning Hub can be viewed here: https://youtu.be/1-V9Su8fnUc and
recommendations from the attendees of that panel discussion can be found in the
“Recommendations” section below.
Regional Action Plan Progress- The Council on Homelessness Continuous Quality Improvement
Committee was renamed the “Plan for Accelerating Transformative Housing (PATH) Innovations
Committee”. This committee of diverse stakeholders is looking at the Regional Action Plan
1:2:4 cost/gaps analysis model and will utilize improvement science techniques to test the
effectiveness of selected interventions.
Meetings, Trainings, and Events – The CoC hosted three (3) COH meetings for Councilmembers
to meet to conduct the business of the CoC Board; multiple Committee and Work Group
meetings including three (3) HUD CoC NOFO Review and Rank Sessions, one (1) Oversight
Committee meeting with three (3) EHV Work Group meetings and one (1) public EHV Feedback
session to support the work of that committee, one (1) HMIS Policy Committee meeting, one
(1) Continuous Quality Improvement (CQI) Committee meeting, one (1) Homelessness
Awareness Month (HAM) Committee meeting and two (2) video Work Group meetings to
support the work of that committee, three (3) Nominating Committee meetings, one (1) Point
in Time Count Committee meeting; and additional CoC meetings including: one (1) Executive
Director meeting; three (3) CoC provider meetings; two (2) trainings including “Workforce
Development” and “Working with Clients with Criminal Histories”, a CoC Learning Hub
:”Hearing Other People's Experiences (H.O.P.E.) Beyond Homelessness” and the launch of the
Homeless-Workforce Integration Network (H-WIN) meetings (a partnership between Workforce
Development and Homeless Services). The recordings, minutes and materials for trainings and
meetings can be found on the H3 website 1 and on the County agenda center 2, and a calendar of
upcoming meetings and events can be found on the H3 website.
COVID-19 UPDATE
The CoC has continued to support providers, staff, and consumers during the COVID-19
pandemic providing guidance, COVID-19 testing, vaccines, and implementing a strategy to
transition individuals in Project Roomkey into permanent housing. The system of care is
1 https://cchealth.org/h3/coc/partners.php#Training
2 https://www.contracosta.ca.gov/agendacenter
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continuing to reopen programs and sites in accordance with health orders and guidance
provided by Contra Costa Health Services.
Brookside Shelter – The County’s Brookside Shelter in Richmond reopened on December 1st,
2022 with capacity for 34 individuals and 2 couples.
Delta Landing- In Q4, the project formerly known as the East County Interim Housing Project
(ECHIP) was renamed to Delta Landing. H3 hosted a Grand Opening on December 6th that
included attendance by a representative from Governor Newsome’s office as well
representatives from other as local, state and federal elected officials. Construction is expected
to finish in early 2022, and when reopened, the facility will have 172 resident rooms.
Project Room Key- In Q4, operations at the Marriott, SureStay, and Premier Inn continued,
pending the reopening of Delta Landing. The SureStay in Richmond was host to 32 PUI rooms,
but because of the recent surge across the county, an additional 20 rooms were brought online
for PUI placements. H3 and Public Health continue closely monitoring occupancy at the site.
TESTING AND VACCINATION
In the fourth quarter of 2021, among people who meet the HUD definition of homelessness:
• # of COVID-19 tests: 5,128
• # of individuals with positive test for COVID-19: 95
• # of vaccines administered: 1,738
Additional data related to COVID-19 and those experiencing homelessness can be found on the
data dashboard.3
RECOMMENDATIONS
Participants of the 11/8/21 CoC Learning Hub: "Hearing Other People's Experiences (H.O.P.E.)
Beyond Homelessness” were asked to provide their recommendations to decision makers
about how to best respond to homelessness. Three key themes emerged from their responses:
1. Invest more in direct services
2. Invest in amplifying the voice of people with lived experience
3. Invest in housing
3 https://www.coronavirus.cchealth.org/homeless
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APPENDIX A
Contra Costa County Health, Housing, and Homelessness Data Summary
Q4, 2022
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Contra Costa County Health, Housing, and
Homelessness Data Summary
Description of the data:
• What: Program Utilization, Outcomes, and Consumer Demographics Summary
• Who: Contra Costa Continuum of Care (CoC) consumers
• When: October 1, 2021 – December 31, 2021 (Quarter Four)
• Why: Presentation to the Board of Supervisors
This summary includes high-level analyses of CoC consumers and households during the fourth
quarter (Q4) of 2021 (October 1, 2021 to December 31, 2021), focusing on the following four
indicators, including race and ethnicity demographics for each measure:
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Main Findings
• System Utilizers
o 4,061 households (5,163 consumers) utilized the homelessness system of care
during Q4 (Prevention and Diversion, Literally Homeless, and Permanent Housing
programs 1).
o The majority of households were White (45%), followed closely by Black/African
American/African (38%); 17% were Hispanic/Latin(a)(o)(x).
o 73% of all households accessed a Literally Homeless program.
• New-to-System
o 15% of all households served were new to the system (629 households).
o Black/African American/African households made up 42% of households that were
new-to-system; White households made up 35%. 22% were Hispanic/Latin(a)(o)(x).
o The majority of new-to-system households (90%) accessed a Literally Homeless
program during Q4.
• System Outflow
o 19% of all households served were categorized as “outflow” or exited the system of
care (776 households).
o The majority of exiting households were White (44%), followed closely by
Black/African American/African (35%); 22% were Hispanic/Latin(a)(o)(x).
o 20% of households exited to a Permanent destination.
o There were 147 more households exiting the system of care (776 households) than
newly entering the system of care (629 households) in Q4.
• Returns
o Small number of returning households (N=24) make the data vary widely from
quarter to quarter.
o White households made up 71% of returning households and Native
Hawaiian/Pacific Islanders made up 25%.
• Racial/Ethnic Comparisons
o The proportion of White households new-to-system and proportion of outflow were
lower than White proportion of system utilizers, suggesting that White households
have less movement in and out of the system of care than other populations.
o The proportion of Hispanic/Latin(a)(o)(x) new-to-system and proportion of outflow
were higher than their proportion of system utilizers, suggesting that
Hispanic/Latin(a)(o)(x) move out in and out of the system of care faster than other
populations.
1 The Coordinated Entry project type is not included in this quarter’s summary. Please see the Methods section
for more details.
FHS Agenda Packet Page 143 of 235
System Utilizers
4,061 households (5,163 consumers) had an active enrollment in a Continuum of Care (CoC)
program during Quarter Four of 2021. This included all programs in the three intervention
levels of service within Contra Costa County’s Homelessness CoC (Prevention and Diversion,
Literally Homeless, and Permanent Housing programs2). The number of consumers and
households accessing programs at each intervention level is presented in Table 1. Of the total
4,061 household enrollments last quarter, 2,981 households (73%) accessed Literally
Homeless programs, 896 households (22%) were enrolled in Permanent Housing programs,
and 183 households (5%) utilized Prevention and Diversion programs.
Intervention Level Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Prevention/Diversion 284 183 5% 5%
Literally Homeless 3,755 2,981 72% 73%
Permanent Housing 1,185 896 23% 22%
Total Deduplicated 5,163 4,061 100% 100%
Table 1. Household System Utilization by Intervention Level
White households were the largest racial group accessing the system of care (making up 45%
of households in the CoC); followed by Black/African American/African (38%). All other racial
groups made up 8% or less of the CoC (Table 2).
Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 2,154 1,791 42% 45%
Black, African American, or African 2,008 1,524 39% 38%
American Indian, Alaska Native, or
Indigenous 363 288 7% 7%
Multi-Racial 295 179 6% 4%
Asian or Asian American 98 65 2% 2%
Native Hawaiian or Pacific Islander 88 76 2% 2%
Missing 157 138 2% 2%
Total Deduplicated 5,163 4,061 100% 100%
Table 2. Race Breakdown by Unique Consumers and Households
2 A detailed description of each program type category is provided in the Methods section of this summary.
FHS Agenda Packet Page 144 of 235
Non-Hispanic/Latin(a)(o)(x) made up 81% of the CoC; 17% were Hispanic/Latin(a)(o)(x),
(Table 3).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Latin(a)(o)(x) 4,049 3,252 78% 81%
Hispanic/Latin(a)(o)(x) 995 698 19% 17%
Missing 119 111 2% 2%
Total Deduplicated 5,163 4,061 100% 100%
Table 3. Ethnicity Breakdown by Unique Consumers and Households
New-to-System
629 households (with 905 unique consumers), or 15% of all households served during Q4,
enrolled into the system of care for the first time ever during the report period. This includes
new enrollments into a program within the Prevention and Diversion, Literally Homeless, or
Permanent Housing intervention levels. The breakdown of program utilization by intervention
level is shown in Table 4. Of the 629 new households entering the system in Q4, 64 (10%)
entered Prevention and Diversion programs, 563 (90%) entered Literally Homeless programs,
and 2 households (less than1%) entered Permanent Housing programs.
Intervention Level Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Prevention and Diversion 111 64 12% 10%
Literally Homeless 792 563 88% 90%
Permanent Housing 2 2 <1% <1%
Total (unduplicated) 905 629 100% 100%
Table 4: Household Inflow by Program Type
Black/African American/African households made up 42% of the households that were new-to-
system followed by White households (35%) and American Indian/Alaska Native/Indigenous
(10%, Table 5).
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Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 289 222 32% 35%
Black, African American, or African 394 251 44% 42%
American Indian, Alaska Native, or
Indigenous 90 66 10% 10%
Multi-Racial 39 21 4% 3%
Asian or Asian American 11 13 2% 2%
Native Hawaiian or Pacific Islander 23 14 3% 2%
Missing 47 36 5% 6%
Total Deduplicated 905 629 100% 100%
Table 5: Race Breakdown of Consumers New to System of Care
Non-Hispanic/Latin(a)(o)(x) made up 74% of the CoC; 22% were Hispanic/Latin(a)(o)(x),
(Table 3). The proportion of Hispanic/Latin(a)(o)(x) that made up new-to-system (22%) was
higher than the proportion of Hispanic/Latin(a)(o)(x) of system utilizers (17%).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Latin(a)(o)(x) 668 463 74% 74%
Hispanic/Latin(a)(o)(x) 202 137 22% 22%
Missing 30 24 4% 4%
Total Deduplicated 905 629 100% 100%
Table 6: Ethnicity Breakdown of Consumers New to System of Care
System Outflow
776 households (1,072 consumers), or 19% of active households during Q4, exited the system
of care and did not reenroll into another program by the end of the reporting period. The exit
destinations of consumers leaving the system of care, according to their final exit, are shown in
Table 7. Exit destination categories include Temporary settings (emergency shelters not in the
HMIS, hospital, jail, staying with friends or family temporarily), Permanent settings (subsidized
housing with a move-in date, moving into own unit/house, staying with friends or family
FHS Agenda Packet Page 146 of 235
permanently, nursing home), Unsheltered Destination (last destination recorded was a place
not meant for habitation), and Other (consumer deceased or destination unknown).
Most system leavers (59% of households with exits) exited to a missing or unknown
destination (550 people, 457 households).158 households (294 consumers), or 20% of all
household system leavers, exited to a Permanent exit destination in Quarter Four. Another
16% of households exited to a Temporary destination, and 4% to an Unsheltered exit
destination.
Exit Destination Category Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Temporary 179 127 17% 16%
Permanent 294 158 27% 20%
Unsheltered 49 34 5% 4%
Other/Unknown 550 457 51% 59%
Total Deduplicated 1,072 776 100% 100%
Table 7: Exit Destinations of Consumers Leaving the System of Care
White households were the largest racial group making up system outflow (44% of households
exiting the system of care); followed by Black/African American/African (35%). All other racial
groups made up 10% or less of system outflow (Table 8).
Race of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
White 429 340 40% 44%
Black, African American, or African 415 274 39% 35%
American Indian, Alaska Native, or
Indigenous 111 79 10% 10%
Multi-Racial 47 33 4% 4%
Asian or Asian American 14 12 1% 2%
Native Hawaiian or Pacific Islander 25 14 2% 2%
Missing 31 24 3% 3%
Total Deduplicated 1,072 776 100% 100%
Table 8: Race Breakdown of Consumers Exiting the System of Care
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Non-Hispanic/Latin(a)(o)(x) households made up 76% of the system outflow; 22% were
Hispanic/Latin(a)(o)(x), (Table 9). Hispanic/Latin(a)(o)(x) made up a greater proportion of exits
from the CoC (22%) than system utilizers (17%).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Latin(a)(o)(x) 798 594 74% 76%
Hispanic/Latin(a)(o)(x) 257 1167 24% 22%
Missing 17 15 2% 2%
Total Deduplicated 1,072 776 100% 100%
Table 9: Ethnicity Breakdown of Consumers Exiting the System of Care
Returns to Homelessness
24 households (32 consumers) returned as literally homeless to the CoC in Q4 of 2021. A
return as literally homeless included anyone who enrolled in a Literally Homeless program
within two years from their last exit to a Permanent destination.
Because the number of people/households returning each quarter is small, proportions of
returns by race and ethnicity will be more pronounced and will fluctuate significantly each
quarter. Please keep this in mind as conclusions are drawn potentially indicating disparities.
White households made up a greater proportion of people returning to the system (71%) and
Native Hawaiian/Pacific Islander made up 25%. No head of household from other racial groups
returned to the crisis response from a previous permanent housing exit (Table 10). Again,
these numbers are too low to draw comparisons to other data in this report.
FHS Agenda Packet Page 148 of 235
Race of All Consumers Number of
Consumers
Number of
Households*
% of
Consumers
% of
Households*
White 17 17 53% 71%
Black, African American, or African 3 0 9% 0%
American Indian, Alaska Native, or
Indigenous 1 0 3% 0%
Multi-Racial 3 0 9% 0%
Asian or Asian American 0 0 0% 0%
Native Hawaiian or Pacific Islander 7 6 22% 25%
Missing 1 1 3% 4%
Total Deduplicated 32 24 100% 100%
*Household data is based on the HoH.
Table 10: Race Breakdown of Consumers Returning to System of Care
Hispanic/Latin(a)(o)(x) made up 54% of the system returners (13 households, Table 11).
Ethnicity of All Consumers Number of
Consumers
Number of
Households
% of
Consumers
% of
Households
Non-Hispanic/Latin(a)(o)(x) 16 11 50% 46%
Hispanic/Latin(a)(o)(x) 6 13 50% 54%
Missing 0 0 0% 0%
Total Deduplicated 32 24 100% 100%
Table 11: Ethnicity Breakdown of Consumers Returning to System of Care
Overview of System Utilization
Summarizing the Quarter Four findings presented above, the system of care was comprised of
4,061 households and 5,163 consumers. There were 629 households (905 consumers)
entering the system of care and 776 households (1,072 consumers) which exited the system of
care. 24 households (32 consumers) returned within 24 months (Figure 1).
FHS Agenda Packet Page 149 of 235
Figure 1: Overview of System Utilization Unique Households)
There are differences by race and ethnicity for system utilizers, new-to-system, outflow, and
returns to the homelessness system of care (Figure 2):
• White households made up 45% of system utilizers, 35% of new-to-system, 44% of
outflow, and 71% of returns. The lower percent of new-to-system than system utilizers
suggests that White households had more people who remained in the system for
longer periods of time than other racial/ethnic groups. The very few number of
households that return to the system within the reporting period make inferences about
the data inconclusive.
• Black/African American/African households made up 38% of system utilizers, 42% of
new-to-system, 35% of outflow, and 0% of returns. There were no differences across
the system categories.
• American Indian/Alaska Native/Indigenous made up 7% of system utilizers, 10% of
new-to-system, 10% of outflow, and 0% of returns. They had higher rates of new-to-
system than system utilization and exits/outflow.
24
629
776
4,061
Returns
New to System
Outflow
Total System Utilizers
Overview of System Utilizers (Households)
FHS Agenda Packet Page 150 of 235
• People with Multiple Races made up 4% of system utilizers, 3% of new-to-system, 4%
of outflow, and 0% of returns. There were no differences across the system categories.
• Asian/Asian American households made up 2% of system utilizers, 2% of new-to-
system, 3% of outflow, and 0% of returns. There were no differences across the system
categories.
• Native Hawaiian/Pacific Islander households made up 1% of system utilzers, 2% of
new-to-system, 2% of outflow, and 25% of returns. The very few number of households
that return to the system within the reporting period make inferences about the data
inconclusive.
• Hispanic/Latin(a)(o)(x) households made up 17% of system utilizers, 22% of new-to-
system, 22% of outflow, and 46% of returns. The higher proportion of new-to-system
and outflow than system utilizers suggest that this population moves in and out of the
system faster than other racial/ethnic groups. The very few number of households that
return to the system within the reporting period make inferences about the data
inconclusive.
FHS Agenda Packet Page 151 of 235
Figure 2: System Utilization by Race & Ethnicity
45%
38%
7%
4%2%
1%
17%
35%
42%
10%
3%2%
2%
22%
44%
35%
10%
4%3%2%
22%
71%
0%0%0%0%
25%
54%
White Black
African
American
African
American
Indian
Alaska Native
Indigenous
Multi-Racial Asian
Asian
American
Native
Hawaiian
Pacific Islander
Hispanic/
Latin(a)(o)(x)
Race and Ethnicity Across User Type
System Utilizers New to System Outflow Returns
FHS Agenda Packet Page 152 of 235
Review of 2021 Quarterly Trends
A comprehensive analysis of 2021 system utilizers, inflow, outflow, returns, and race/ethnicity
differences will be provided in the 2021 annual report. As a preliminary review, the four
quarterly reports were compared to identify trends or noteworthy shifts. The take-aways are
provided below.
• Data quality and completeness for each quarterly report is impacted by how many days
the report is run after the quarter ended. This real-time data changes after each quarter
due to auto-exits and data cleaning. The number of system utilizers and people in
outflow is greater when the report is run soon after the quarter ended. For this reason,
program and policy decisions should rely on annual data instead of quarterly data.
• Race and ethnicity make-up did not vary from quarter to quarter across system utilizers,
inflow, or outflow. Variations in race/ethnicity among returners varied, likely due to the
small number of people/households each quarter returning to the system from
permanent housing. For this reason, program and policy decisions that focus on
households returning to the system should rely on annual data instead of quarterly data.
• The number of system utilizers was similar from quarter to quarter and did not appear to
have seasonal differences.
• Inflow varied from 538 households during Q2 to 629 in Quarters 1 and 4.
• Outflow varied from 421 households in Q1 to 1,003 in Q2 (again, the lower outflow may
have been a result of running the report soon after the quarter ended).
• The different between inflow and outflow was greatest in Q2 with 495 households added
to the system of care.
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Methods & Definitions
How to Use This Report
• The report analyzes “real-time” data that changes as people enter and exit new programs. The
quality and completeness of the data is impacted by the amount of time between the end of the
quarter and the data-run date. For Quarter 4, the report was prepared 47 days after the end of the
quarter.
• As the methodology to pull and analyze the BOS quarterly data continues to be refined and
improved, we recommend not drawing conclusions based on previous BOS quarter data. An annual
report summarizing all quarters will be published in early 2022 that will provide insight on these four
primary indicators over an annual basis. Further, the HMIS is a live and shared database; numbers
are potentially subject to minor fluctuations at any given time, should the report be rerun for the
same time period. This could be due to retroactive data entry or data clean-up work.
Head of Household (HoH)
• The Head of Household (HoH) is one member of a household to whom all other household
members can be associated. A household can be a single individual or a group of persons who
apply together to a continuum project for assistance and who live together in one dwelling unit, or,
for persons who are not housed, who would live together in one dwelling unit if they were housed.
For the purpose of this report, the demographic data of the HoH represents the entire household.
• Sometimes consumers enroll in a program with a household and enroll in another program as a
single adult. They are reflected in both the household count and the consumer count.
• Household data is determined by the HoH, including demographics such as race and ethnicity.
Race Definitions (as defined by the Department of Housing and Urban Development)
• American Indian, Alaska Native, or Indigenous: A person having origins to any of the indigenous
peoples of North and South America, including Central America.
• Asian or Asian American: A person having origins of Asian descent, including but not limited to
Chinese, Indian, Japanese, Korean, Pakistani, Vietnamese, or another representative nation/region.
• Black, African American, or African: A person having origins to any of the Black racial groups of
Africa, including Afro-Caribbean.
• Native Hawaiian or Pacific Islander: A person having origins in any of the indigenous peoples of
Hawaii, Guam, Samoa, or another Pacific Island.
• Multi-Racial: A person who identifies as more than one race.
• White: A person having origins in any of the original peoples of Europe, the Middle East, or North
Africa.
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Ethnicity
• Hispanic/Latin(a)(o)(x): A person of Central American, Latin American, or South American origin,
separate from race.
Deduplication Strategies—intervention levels, outflow, new-to-system, returners
• Consumers and households may enter multiple programs within the same intervention level, or
even across intervention levels, resulting in multiple enrollments over the course of a report period.
This requires manually removing duplicate enrollments. When removing duplicate enrollments
across intervention levels, we chose enrollments in Literally Homeless over Prevention and
Diversion or Permanent Supportive Housing. For the outflow, new-to-system, and return analyses,
the order of deduplication did not impact the results as we simply needed to know the number of
consumers/households.
Intervention Levels
• Intervention Levels included in this report are 1) Prevention and Diversion, 2) Literally Homeless,
and 3) Permanent Housing. Coordinated Entry has been excluded from this analysis due to pending
system wide decisions around inclusion/exclusion criteria, as well as data completion concerns. The
system utilization numbers in this report will be noticeably lower compared to Quarter 1, which did
include Coordinated Entry program data.
o Prevention and Diversion:
An enrollment into a Homeless Prevention or Diversion program
o Literally Homeless:
An enrollment in Emergency Shelter, Transitional Housing, or Street Outreach
An enrollment in a Services Only project with no move-in date recorded, and with a
housing status not equal to “stably housed”
Rapid Rehousing or Permanent Supportive Housing if the household does not have
a move-in date
o Permanent Housing:
An enrollment in Rapid Rehousing or Permanent Supportive Housing with a move-in
date
An enrollment in Street Outreach or Services Only project while stably housed,
according to the housing status question
Exit Destination Categories
• The specific exit destinations that fall under each category are listed below:
o Temporary:
Emergency shelter not in HMIS, including hotel or motel paid for with emergency
shelter voucher, or RHY-funded Host Home shelter, Hospital or other residential non-
psychiatric medical facility, Host Home (non-crisis), Hotel or motel paid for without
FHS Agenda Packet Page 155 of 235
emergency shelter voucher, Moved from one HOPWA funded project to HOPWA
TH, Jail, prison or juvenile detention facility, Psychiatric hospital or other psychiatric
facility, Staying or living with family, temporary tenure (e.g. room, apartment or
house), Staying or living with friends, temporary tenure (e.g. room, apartment or
house), Transitional housing for homeless persons (including homeless youth) not in
HMIS, Safe Haven, Residential project or halfway house with no homeless criteria,
Substance abuse treatment facility or detox center.
o Permanent:
Long-term care facility or nursing home, Rental by client in a public housing unit,
Rental by client, no ongoing housing subsidy, Rental by client, with GPD TIP housing
subsidy, Owned by client, no ongoing housing subsidy, Owned by client, with
ongoing housing subsidy, Moved from one HOPWA funded project to HOPWA PH,
Rental by client, with HCV voucher (tenant or project based), Rental by client, with
other ongoing housing subsidy, Rental by client, with RRH or equivalent subsidy,
Rental by client, with VASH housing subsidy, Permanent housing (other than RRH)
for formerly homeless persons, Staying or living with friends, permanent tenure,
Foster care home or foster care group home, Staying or living with family, permanent
tenure. All of these exits must have a move-in date.
o Unsheltered:
Place not meant for habitation (e.g., a vehicle, an abandoned building,
bus/train/subway station/airport or anywhere outside).
o Other/Unknown:
Client doesn't know, Client refused, Data not collected, Deceased, Other, or No exit
interview completed.
FHS Agenda Packet Page 156 of 235
APPENDIX B
Commonly Used Acronyms and Terms
Acronym Definition
APR Annual Performance Report (for HUD homeless programs)
BOS Board of Supervisors (Contra Costa County)
BCSH California Business Consumer, Services and Housing Agency
CARE Coordinated Assessment and Resource
CCACS/CCYCS Contra Costa Adult Continuum of Service/ Contra Costa Youth Continuum of Services (H3
programs)
CDBG,
CDBG-CV
Community Development Block Grant (federal and state programs) and the federal
Community Development Block Grant CARES Act coronavirus allocation.
CESH California Emergency Solutions and Housing program (state funding)
COH Council on Homelessness
Continuum of
Care (CoC)
Continuum of Care approach to assistance to the homeless. Federal grant program
promoting and funding permanent solutions to homelessness.
Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban development
under CDBG.
CES/CE Coordinated Entry
CNWS Concord Naval Weapons Station
CORE Coordinated Outreach Referral, Engagement program
COVID-19 Coronavirus
DCD Contra Costa Department of Conservation and Development
DOC Department Operations Center
CDSS California Department of Social Services
EHSD (Contra Costa County) Employment and Human Services Division
EOC Emergency Operations Center
ESG and ESG-
CV
Emergency Solutions Grant (federal and state program) and the federal Emergency
Solutions Grant CARES Act coronavirus allocation.
FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants)
HCD Housing and Community Development (State office)
HCFC Housing Coordinating and Financing Council (state governing board under BCSH)
HEAP Homeless Emergency Aid Program (state funding)
HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009
HHAP Homeless Housing and Assistance Program (state funding);
FHS Agenda Packet Page 157 of 235
HMIS Homeless Management Information System
HOME Home Investment Partnerships (CPD program)
Homekey California funding to support development of interim and permanent housing
HUD U.S. Department of Housing and Urban Development (federal)
MHSA Mental Health Services Act
NOFA Notice of Funding Availability
PHA Public Housing Authority
Project
Roomkey
COVID-related State funding program to support decongregating homeless shelters using
hotels/motels.
PSH Permanent Supportive Housing
PUI Persons Under Investigation
RFP/RFQ/LOI Request for Proposal/Request for Qualifications/Letter of Intent related to funding
opportunities
RRH Rapid Rehousing
SAMHSA Substance Abuse & Mental Health Services Administration
SRO Single-Room Occupancy housing units
SSDI Social Security Disability Income
SSI Supplemental Security Income
TA Technical Assistance
TAY Transition Age Youth (usually ages 16-24)
VA Veterans Affairs (U.S. Department of)
VASH Veterans Affairs Supportive Housing
VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool
Contra Costa County COVID-19 Resources:
Please see below for additional resources on COVID-19.
Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard
Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-dashboar
Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates
Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-homeless
FHS Agenda Packet Page 158 of 235
FAMILY AND HUMAN SERVICES
COMMITTEE 8.
Meeting Date:02/28/2022
Subject:COMMISSION ON WOMEN AND GIRLS BYLAW AMENDMENTS AND FISCAL
ADMINISTRATION
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.:
Referral Name:
Presenter: Julie Enea & Monica Carlisle Contact: Julie DiMaggio Enea 925.655.2056 or Monica Carlisle (925)
655-2040
Referral History:
The Contra Costa Commission for Women and Girls was formed to educate the community and advise the Contra Costa
County Board of Supervisors on issues relating to the changing social and economic conditions of women in the County, with
particular emphasis on the economically disadvantaged. The Commission's mission is, “to improve the economic status, social
welfare, and overall quality of life for women in Contra Costa County.”
BYLAW REVISIONS
In September 2017, the Internal Operations Committee held a discussion about problems that had been reported concerning
the Commission for Women and Girls and has worked with the Commission to institute policy and bylaws changes to address
the issues that have hindered functioning of the Commission. The Commission met to discuss bylaws revisions and
clarifications and submitted bylaws amendments to the Family and Human Services Committee for review at the March 22,
2021 FHS meeting. The proposed Commission bylaws changes as presented at the March 22, 2021 FHS meeting are
summarized below:
ARTICLE III. MEMBERSHIP, Section 2. Member Responsibilities and Section 6. Removal: Moved language
pertaining to member absences from Section 2 to Section 6, since Section 6.2. addresses membership
attendance.
ARTICLE III. MEMBERSHIP, Section 4. Terms of Appointment : Added the seat term staggering plan and as
previously approved by the Board to extend seat terms from 3 years to 4 years, and not included in the last
bylaws revision.
ARTICLE IV. OFFICERS, Section 1. Nomination of Officers: Established the annual February Commission
meeting for the annual appointment of officers.
ARTICLE IV. OFFICERS, Section 2. Election of Officers: Removed ballots process at a membership
committee and replaced with the election being conducted publicly at a commission meeting and by majority
vote.
On March 22, 2021, FHS reviewed the bylaws amendments and recommended that the Board of Supervisors accept
the amended bylaws of the Contra Costa Commission for Women and Girls. However, FHS’s recommendation of
the acceptance of the amended bylaws was not subsequently submitted to the Board of Supervisors for adoption.
FHS Agenda Packet Page 159 of 235
FISCAL ADMINISTRATION
Similar to other County advisory bodies, the Commission for Women receives no financial support from the
County. County advisory bodies are composed of volunteer citizens and typically receive limited staff support from
the County. For many years, the Commission partnered with the Friends of the Commission for Women, a private
501(c)(3) nonprofit entity formed in 2003, to provide funding for Commission activities. In recent years, however,
the priorities of the Commission and the Friends group appeared to diverge and the Commission was unable to
function effectively. Many members resigned due to dissatisfaction and disenfranchisement.
In 2018, the Internal Operations Committee amended the Commission bylaws to create an arms-length relationship
between Commission and the Friends group, stipulating that Friends members who were also members of the
Commission must recuse themselves from Commission issues involving Friends funding. The IOC also directed
that any Commission funds be deposited to the County Treasury in an account designated for the Commission. The
Commission was asked to provide an accounting of its funds available for transfer.
On June 26, 2021, the Friends group filed for dissolution with the California Secretary of State and distributed its
fund balances to two entities: Stand! For Families Free of Violence and Community Violence Solutions.
Referral Update:
BYLAW REVISIONS
After March 22, 2021, the Commission met again to discuss additional bylaws revisions and clarifications and approved more
changes as shown in the attachments. The recommended bylaws amendments attachments include both a red-lined version
showing the additional proposed changes from the last revision and a clean version with all proposed changes included. The
substantive newly proposed changes are summarized below:
ARTICLE I. NAME, Section 2.: Updated the year when the Advisory Committee was renamed the Contra
Costa Commission for Women, updated the name of the Advisory Committee, and included information
regarding when the Board of Supervisors adopted the revised bylaws that changed the name of the
Commission to Contra Costa Commission for Women and Girls.
ARTICLE III. MEMBERSHIP, Section 1. Members: Removed the language defining diversity with six social
identities: racial, ethnic, age, religious affiliation, gender, and sexual orientation.
ARTICLE III. MEMBERSHIP, Section 2. Member Responsibilities.: Added additional member responsibilities
with the expectation that at-large members will endeavor to attend one Board of Supervisor’s meeting each
year, members will be an ambassador and proponent of the Commission, and all members will be expected to
serve on at least one committee annually. Included clarification language.
ARTICLE III. MEMBERSHIP, Section 4. Terms of Appointment: Specified that the staggered expiration dates
for member seats will occur at the end of the first year, second year and third year, respectively.
ARTICLE III. MEMBERSHIP, Section 5. Vacancies: Added a topic phrase at the beginning of each paragraph
to summarize the subject of the paragraph. Changed the name of the Committee to which the Commission
will recommend applicants from the Internal Operations Committee to the Family and Human Services
Committee. Included other clarification language.
ARTICLE III. MEMBERSHIP, Section 6. Removal: Added the language to state that the Chair will notify the
Board of Supervisors of the vacancy upon receipt of a written notice of resignation. Updated the topic phrase
at the beginning of each paragraph. Specified that members whose attendance rate falls below 45% should be
within the previous twelve regularly scheduled meetings. Split paragraph 2 into paragraphs 2, 3 and 4 with
topic phrases added at the beginning of each paragraph. Renumbered the previous paragraphs 3 and 4 to
paragraphs 5 and 6. Changed the “Membership Committee” into the “Commission Chair and Vice Chair” to
be the body that will review the matter should a meeting attendance recommendation be triggered under this
section. Added a sentence that the Chair will notify the BOS of the poor conduct and recommendation for
removal. Included other clarification language.
FHS Agenda Packet Page 160 of 235
ARTICLE IV. OFFICERS, Section 1. Nomination and Election of Officers: Removed the previous Section 1.
Nomination of Officers. Changed the previous Section 2. Election of Officers into a new Section 1.
Nomination and Election of Officers. Removed the language regarding a report from the Membership
Committee on the nomination of officers shall be given at the regularly scheduled Commission meeting each
February. Updated the language to clarify the process of the nomination and election of officers.
ARTICLE V. MEETINGS, Section 1. Regular Meetings: Changed regular meetings to be held on the 4th
Tuesday of each month and updated the address of the meeting location.
ARTICLE V. MEETINGS, Section 2. Special Meetings: Updated the address of the meeting location.
ARTICLE V. MEETINGS, Section 3. Action at a Meeting: Quorum and Required Vote: Added the requirement
that a quorum must be present to conduct a meeting. Included clarification language. Added the statement
that “Commissioners who also have membership in an organization that provides funding to the Commission
must recuse themselves from any discussion and/or vote pertaining to the use of those funds.”
ARTICLE VI. COMMITTEES, Section 2. Standing Committees: Removed Events Committee from being a
Standing Committee, and removed the language describing the responsibilities of the Events Committee.
Renumbered Legislative Committee, Membership Committee and Public Relations Commission. Removed
the language regarding the submission of recommended applicants’ names from the Membership Committee
to the Internal Operational Committee for possible consideration by the Board of Supervisors for
appointment and keep the Executive Committee appraised of the status of pending appointments. Included
other clarification language.
ARTICLE VI. COMMITTEES, Section 4. Terms of Committee Membership: Clarified that membership of
standing or special Committees will be reviewed and confirmed in the month of March, not February.
Removed the sentence requiring all members of Commission must serve on at least one Standing and/or
Special Committee.
FISCAL ADMINISTRATION
For the administration of funds secured by or on behalf of the County's Commission for Women and Girls, the County
Administrator's Office established budgetary organization #1153 in Department 0135-Economic Development, which is
overseen by the County Administrator's Office. In consultation with Commission Chair Kelly Clancy, the following procedures
have been established for depositing and accessing Commission funds:
A. Solicit Funds or Apply for Grants
Commission Chair or Treasurer completes and submits “FIN1- Form” (Attached) to the CAO liaison for
approval or rejection by the Board of Supervisors.
1.
Commission Chair or Treasurer takes appropriate action only after receiving notification by the CAO
liaison of the Board of Supervisors’ official approval and authorization.
2.
B. Receipt of Each Gift or Bequest
v Regardless of Value
Commission Chair or Treasurer completes and submits “FIN2- Form” (Attached) to the CAO liaison for
approval or rejection of the gift or bequest.
1.
Commission Chair or Treasurer submits any cash or checks received with the gift or bequest to the
CAO liaison with the “FIN2- Form.”
2.
Commission Chair or Treasurer keeps account of funds received.3.
C. Expenditure of Commission funds
FHS Agenda Packet Page 161 of 235
Commission Chair or Treasurer directs the CAO liaison, via email, to expend funds after affirmative
vote by Commission quorum (substantiated by Commission minutes). Expenditure of Commission
funds are processed in accordance with the County’s purchasing policies and procedures.
1.
Commission Chair or Treasurer keeps account of expenditures. CAO liaison will reconcile
Commission’s financial reports with the County Finance System.
2.
Ms. Clancy advised staff that the Commission has no funds to transfer to the new account at this time.
Fundraising and Solicitation
Currently, there is no State statute or County policy that would allow the County's Commission for Women and Girls to
engage in fundraising. The State’s Commission on Women and Girls is statutorily authorized to do fundraising, accept gifts,
donations, hold events, etc. (Gov. Code 8244(f).) This appears to be unique authority in the State and likely why most local
fundraising is conducted by non-profit charitable organizations, such as "friends groups" that support particular public causes.
Moreoever, County policies on advisory bodies contain restrictions that would hamper fundraising activities, i.e., "Advisory
bodies, in general, should not engage in activities or projects that are not specifically authorized by the Board. (Contra Costa
County, Advisory Body Handbook: Guidelines & Resources for Boards, Committees, Commissions, and Councils Governed by
the Contra Costa County Board of Supervisors, Oct. 2021, at p. 6.)." County policies forbid Board advisory bodies to establish
bank accounts, handle cash, or transact cash business of any kind.
The Commission's Women's Hall of Fame gala and Makers Market likely involve handling cash (e.g., raffles), spending County
funds (e.g., preparing for and planning fundraising events or opportunities), and contracting for goods or services (e.g., to host
events) — activities that advisory bodies are specifically prohibited from engaging in. The Hall of Fame gala, for example, can
in future be hosted as a publicly sponsored event with free admission, funded through grants and donations, as ticket sales
might limit those who can attend to only those who can afford to attend rather than to the public generally.
The California Attorney General’s Office has issued two opinions related to fundraisers in the context of raffles and opined in
both scenarios that the charitable organizations seeking to utilize a raffle as a fundraising tool could not lawfully do so because
the raffles in question violated state gambling laws. (71 Ops.Cal.Atty.Gen. 139; 82 Ops.Cal.Atty.Gen. 12.) In California,
certain tax-exempt organizations such as charities may hold fundraising raffles, but the California Constitution does not
expressly authorize counties or their commissions to conduct raffles. (Cal. Const. art. IV, § 19(g).) The County does not meet
the statutory definition of an eligible organization that may conduct a raffle because it is not a private non-profit. (Id.) However,
these limitations may not impede a foundation or other eligible entity from fundraising on behalf of the Commission, so long as
they comply with the laws governing charitable organizations in the state of California (including registration, filing, and
reporting requirements). Thus, it is possible for the Commission to partner on a one-time or ongoing basis with a foundation or
other eligible entity to promote, with Board authorization, specific events.
Alternatively, unlike fundraising, the Commission is not expressly prohibited from accepting grants or donations and may be
empowered by the board to do so in order to carry out its purpose. (See 71 Ops.Cal.Atty.Gen. 121 at pgs. 2-3.) While public
agencies and their commissions may not solicit donations, they can provide information on their public websites as to how and
where donations can be made. With Board authorization, the Commission may apply for grants. With Board authorizaiton
granted on February 1, 2022, the Commission for Women and Girls submitted a grant application (attached) to the California
Commission on the Status of Women and Girls, which is the State's fiscal agent to grant and administer $5M statewide to
support the existing and emerging needs of women in California who have been disproportionately impacted by the COVID-19
pandemic. The Commission requested funds in each of the following categories:
Capacity Building $50,000 -- Strengthen an existing organization’s systems and operations; establish a new local
commission (city or county); and may involve human capacity, developmental skillbuilding, or structural
sustainability to improves ability to serve intended target audience of local women and girls.
Communications $50,000 -- Design and/or support digital communications strategies; support education and
engagement opportunities to reach intended audience; may involve website development, social media, online content
creation, collateral development, language translations, media/PR efforts.
Community Engagement $150,000 - Create, facilitate, and promote outreach and engagement opportunities; collect
stories, data and community solution proposals and gather input from women impacted by the COVID-19 pandemic
(will be shared with CCSWG and the public); may involve public meetings, interviews, convening with community
groups and residents with an emphasis on strategic engagement of underrepresented women and girl’s voices.
Direct Services $150,000 -- Support the organization’s existing programming and direct services; increase services to
the intended target audience of women for the purpose of improving economic opportunity and security for women and
FHS Agenda Packet Page 162 of 235
girls.
Re-granting $250,000 -- Support the organization’s existing grant program(s); expand impact to the intended target
audience of women and girls for the purpose of improving economic opportunity and security for women and girls.
Grant recipients will be notified by email during the week of February 22-28, 2022 and activities can commence on March 1,
with progress reports due quarterly beginning on May 1. Should the Commission be a grant recipient, grant funds would be
deposited in the new County account and administered by the County Administrator's Office on behalf of the Commission.
Recommendation(s)/Next Step(s):
ACCEPT status report on fiscal administration for the Commission for Women and Girls and CONSIDIER recommending that
the Board of Supervisors approve the amended Commission bylaws.
Fiscal Impact (if any):
No fiscal impact. Fund administration will be supported within existing resources of the County Administrator's Office.
Attachments
Commission for Women Bylaw Revisions_Redline
Commission for Women Bylaw Revisions_Non-Redline
Friends of the CCC Commission for Women Dissolution 7-31-21
BOS Authorization to Seek Grant_2-1-22
Commission for Women and Girls Grant Application_2-4-22
Request to Solicit Funds_FIN-1
Request to Accept Donation_Fin-2
FHS Agenda Packet Page 163 of 235
BYLAWS OF THE
CONTRA COSTA COMMISSION FOR WOMEN AND GIRLS
ADOPTED BY BOARD OF SUPERVISORS
DECEMBER 2021
ARTICLE I. NAME
Section 1.
The name of this body shall be the Contra Costa Commission for Women and Girls,
hereinafter referred to as “the Commission.”
Section 2.
This body was formed in 1984 as an aAdvisory cCommittee. In 19992000, the Contra
Costa County Board of Supervisors approved the Contra Costa County Women’s
Advisory Committee’s Advisory Committee’s request that it the association be renamed
the Contra Costa Commission for Women. In May 2019, the Board adopted revised
bylaws that changed the name to Contra Costa Commission for Women and Girls.
ARTICLE II. PURPOSE
The Commission shall provide information and advice to the Contra Costa County
Board of Supervisors and other entities, as necessary, relating to the health and welfare
of women and girls in the county. The Commission will strive to increase awareness of
women’s and girls’ issues, celebrate the achievements of local deserving women,
champion opportunities for women and girls, and recommend legislative solutions at the
city, county, state and federal levels. Areas of focus will include, but are not limited to,
socio-economic conditions, workplace issues, social treatment of gender issues, and
health and safety for women and girls.
ARTICLE III. MEMBERSHIP
Section 1. Members
The Commission shall not exceed fifteen (15) members plus one Alternate At-Large
member, and the membership shall be broadly representative of the racial, ethnic, age,
religious affiliation, gender, and sexual orientation diversity of the community at large.
Members must be at least 18 years of age and work and/or reside in Contra Costa
County.
The Alternate At-Large member is a non-voting member except that he/she shall fill in
for a regular At-Large member when that member is absent from part or all of a
meeting, during which time the alternate member shall constitute a voting member.
Section 2. Member Responsibilities. Each member is expected to:
● Attend meetings of the Commission. Members are expected to notify the Chair in
advance of any absence from a meeting. Members may be excused by the Chair
for authorized absences. A member that is absent from three (3) consecutive
scheduled meetings without authorization from the Chair will be considered to
have resigned his or her position with the Commission, and the Chair will notify
the Board of Supervisors of the vacancy.
FHS Agenda Packet Page 164 of 235
● At-Large Members of the Commission will endeavor to attend one (1) Board of
Supervisor’s meeting a year on behalf of the Commission, resulting in an
additional commitment of approximately two (2) hours throughout the entire year.
● Be an ambassador and proponent of the Commission and engage people from
all cultural and ethnic groups in women’s and girls’ issues and in the work of the
Commission.
● Comply with the Contra Costa County policy for Board Appointees concerning
Conflict of Interest and Open Meetings, Resolution No. 2002/376.
● All members will be expected to serve on at least one standing and/or special
committee annually and actively participate in meetings and events.
● Should a member take on a leadership role within a Standing or Special
Committee (Chair or Vice-Chair), the member shall commit to working to as
many hours as is needed to complete the work undertaken by the committee
project.
● For those membersIf appointed to the specific geographic Ddistrict for the Board
of Supervisors in which the membery works or resides, i.e.: District I, II, III, IV,
and V; also referred to as “District Members”, meet and/or communicate regularly
with the Supervisor for the member’s ir District. District Members shall commit to
meeting quarterly with their Supervisor for the member’s Districts.
Section 3. Appointment
District Members and At-Large Members of the Commission shall be appointed by the
County Board of Supervisors for fixed, staggered terms. Incumbents may be appointed
to successive terms.
Section 4. Terms of Appointment
All seat terms are for a period of four (4) years with staggered expiration dates for five
(5) seats at the end of the in first one (1) year, five (5) seats plus the alternate at the end
ofin the second (2nd) year and five (5) seats at the end of in the third (3rd) year.
Appointments to seats shall begin on the effective date of appointment and end on the
scheduled expiration date for the seat to which the appointment is made. Starting in
2021, the Year 1 seats expire.
Seats expiring in
Year 1
Seats expiring in
Year 2
Seats expiring in
Year 3
1. At-Large 1 1. At-Large 5 1. At-Large 3
2. At-Large 2 2. At-Large 6 2. At-Large 8
3. At-Large 4 3. At-Large 10 3. At-Large 9
4. At-Large 7 4. District 3 4. District 1
5. District 5 5. District 4 5. District 2
6. Alternate
Section 5. Vacancies
Recruitment: The Membership Committee shall monitor scheduled and unscheduled
membership vacancies and promptly recruit to fill vacancies. The Membership
Committee shall consider community experience, and the criteria outlined in Article III
FHS Agenda Packet Page 165 of 235
(Membership), Section 1 (Members) in formulating a recommendation for
recruitmentview by the Commission.
Recommendation of Applicants: The Membership Committee will recommend present
Aapplicants to the District Supervisors or the Board’s Internal OperationsFamily and
Human Services Committee for appointment. The Commission Chair shall report to the
County Board of Supervisors any unscheduled membership vacancy as it occurs.
Onboarding: The Membership Committee shall also engage in onboarding of new
members, as well as monitoring of the terms of appointment and meeting attendance.
Section 6. Removal
Members of the Commission serve at the pleasure of the Board of Supervisors. The
following circumstances may be grounds for removal from the Commission:
1. a. Voluntary Resignation. Members who wish to resign shall address a written
notice of resignationdo so in writing to the Commission Chair. The Chair will notify
the Board of Supervisors of the vacancy.
2. Meeting Attendance Recommendation. Absence from three (3) consecutive
meetings or five (5) of the eleven (11) Commission meetings scheduled each year.
Members who miss three (3) consecutive meetings and/or whose attendance rate
falls below forty-five percent (45%) of the previous twelve regularly scheduled
meetings will trigger an automatic meeting attendance recommendation notice to the
Executive Committee.
3. Constructive Resignation. A member who that is absent from three (3) consecutive
scheduled meetings without authorization from the Chair will be considered to have
resigned from his or her position with the Commission, and the Chair will notify the
Board of Supervisors of the vacancy.
2.4.Monitoring. The Membership Committee shall monitor meeting attendance.
3.5. Lack of participation on Standing and Special Committees. The Commission
Chair shall request information from Committee Chairs regarding member
participation at the conclusion of each quarter. The Membership Commission Chair
and Vice Chairttee will take this information into consideration should a meeting
attendance recommendation be triggered under Article III Section 6.2item( b.)
number two (2) above.
4.6. Poor Conduct. Behavior that violates state law or the County’s policies, as
prescribed in the County’s Advisory Body Handbook may be grounds for removal
from the Commission. The Chair will notify the Board of Supervisors of the poor
conduct and recommendation for removal.
ARTICLE IV. OFFICERS
The officers of the Commission shall comprise the Executive Committee and shall
include a Chair, a Vice-Chair, a Treasurer, and a Secretary. In the event that the
responsibilities of a designated office would be best served by two individuals, those
individuals elected to that position will share the position as cooperative officers.
Section 1. Nomination of Officers
FHS Agenda Packet Page 166 of 235
For annual appointment of Commission Chairperson, and Vice Chairperson, the
Membership Committee shall announce the solicitation of nominations from the
Commission members during the December meeting or the next regularly-scheduled
meeting, obtain the nominees' consent to serve, and announce the slate of nominees at
the February Commission meeting, or at the next regularly scheduled meeting. Should
one of these positions become vacant during the term of office, nominations will be
taken, nominees ’consent to serve will be obtained, and nominees will be announced at
the next regularly scheduled Commission meeting.
Section 12. Nomination and Election of Officers
A Membership Committee and Chair shall be nominated and elected by Commission
members at the regularly scheduled Commission meeting each JanuaryFebruary.
A report from the Membership Committee on the nomination of officers shall be given at
the regularly scheduled Commission meeting each February.
Election of officers from among the members of the Commission shall be held each
February. Terms of office shall begin as of the regular meeting in March of each year.
Officer(s) shall be elected from among the members of the Commission in February of
each year. Should vacancies occur, officers may also be appointed at the discretion of
the Chair to fulfill the remaining term of the vacant officer position(s).
The election will be conducted publicly through the use of ballots. Ballots will be
announced and counted publicly by the Membership Committee.at the February
Commission meeting. The election of each officer will carry with a majority vote. In the
case of a tie vote, the Commission may re-cast voteballots until the tie is broken. If, in
the opinion of the Chair, the tie will not be broken within a reasonable number of
attempts, the election may be deferred until the next scheduled Commission meeting
and the current seated officer will remain in office until a new officer is elected.
No Ccommission Memberer shall serve on the Executive Committee until he/she has
served 12 consecutive months of his/her term as a Ccommission Memberer.
Section 32. Term of Office
The officers of the Commission shall hold office for a term of one (1) year, twelve (12)
consecutive months beginning in March of the year of election. In the event elections
are held after February in any given year, officers will serve their terms until elections
the following year. Officers may serve consecutive terms.
No Ccommission Memberer shall serve on the Executive Committee for more than two
consecutive years.
In the event the Chair is unable to complete her term of office, the Vice Chair will
succeed the Chair and fulfill the Chair’s remaining term of office as the presiding officer.
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The membership will conduct an election to fill the resultingly vacant position ofreplace
the Vice Chair. The Vice-Chair’s successor will serve the remaining term of office.
A vacancy in any office may be filled by a majority vote of the members attending a
special or regular Commission meeting.
Section 43. Duties
1. Chair
The Chair shall conduct meetings, develop agendas, ensure the full participation of
the Commissioners present during a duly held meeting, and serve as the official
spokesperson for the Commission.
The Chair shall also prepare Annual Reports for the County Board of Supervisors
and ensure that all members have completed the Brown Act and Better Government
Ordinance training annually.
2. Vice-Chair
The Vice-Chair shall maintain the historical record of the Commission and manage
time at regular or special Commission meetings. The Vice- Chair shall also assist
the Chair as directed by the latter and shall assume all the obligations and authority
of the Chair in the absence of the latter.
3. Treasurer
The Treasurer shall prepare the annual Commission budget, receive and account for
donations and fundraising proceeds, and shall forward all receipts to the County
Administrator’s Office for deposit in the County Treasury. The Treasurer shall track
and report monthly on the financial activity of the Commission and liaise with the
County Administrator’s Office to arrange authorized disbursements from the
Commission’s account.
4. Secretary
The Secretary shall handle any regular or special administrative duties, which may
include the following tasks:
Take minutes at regular or special Commission meetings and send draft minutes
to the Chair at least ten (10) calendar days before the next Commission meeting.
File approved minutes and related handouts for the Commission’s records.
Ensure that agendas and minutes are uploaded to the Commission ’s website
within a month of being approved.
Ensure that the Commission’s calendar is up to date on its website within a
month of the next scheduled Commission meeting.
Maintain a record of attendance of Commissioners as provided by the
Membership Committee.
In consultation with the Public Relations Subcommittee, maintain a subscription
(distribution) list of individuals who have elected to receive the Commission’s
meeting notices and agenda.
Check the Commission’s email account at least twice a week.
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Check the Commission’s mailbox at least once a week.
Create, update, and keep name tents of each member for Commission meetings.
Section 54. Removal
The Commission, by a majority vote, may remove the Chairperson and/or Vice-
Chairperson from office and relieve them of their duties. In the event of removal of the
Chairperson and/or Vice Chairperson, the Membership Committee shall meet and
present nominations for the vacant position(s) at the next regularly scheduled
Commission meeting.
ARTICLE V. MEETINGS
Section 1. Regular Meetings
Regular meetings of the Commission shall be held at 7:00 pm on the third fourth
(3rd4th) Tuesday of each month. Exception: The Commission generally does not meet
one month out of the year.
Notice of regular meetings of the Commission and an accompanying agenda shall be
emailed to each member and publicly noticed on the Commission webpage and at the
Clerk of the Board of Supervisors, 651 Pine St., Room 1061025 Escobar Street, 1st
Floor, Martinez, CA., at least ninety-six (96) hours prior to the meeting date. Agendas
shall be posted, mailed and made available to the public in accordance with the Brown
Act and Contra Costa County Better Government Ordinance.
Section 2. Special Meetings
Special meetings of the Commission may be called at any time by the Chair. Notice of a
special meeting will include the time, date, place, and purpose. Notice of special
meetings of the Commission and an accompanying agenda shall be emailed to each
member and publicly noticed on the Commission webpage and at the Clerk of the Board
of Supervisors, 1025 Escobar Street, 1st Floor651 Pine St., Room 106, Martinez, CA., at
least twenty-four (24) hours prior to the meeting date.
Section 3. Action at a Meeting: Quorum and Required Vote
A quorum must be present to conduct a meeting. A quorum is one Memberperson
more than one-half of the authorized Mmembership, or 8 members. Each Mmember
present shall have one vote on motions. Members must offer disclosure and abstain
from voting or recuse themselves upon issues in which a conflict of interest may
constrain impartiality.
1. The work of the Commission may proceed by consensus as long as there is no
objection from a Member to proceeding in this manner.
2. On any matter where a Member requests a recorded vote, the matter may only
be approved if it is approved by approval by at least a simple majority of the total
number of voting members (and no fewer thanat least 5 Mmembers).
3. Proxy voting is not permitted.
4. The Alternate At- Large Member may only vote in the absence of one At- Large
Member.
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4.5. Commissioners who also have membership in an organization that
provides funding to the Commission must recuse themselves from any
discussion and/or vote pertaining to the use of those funds.
Section 4. Open Meetings
All meetings of the Commission and all meetings of the standing and special
committees shall comply with the Brown Act and the County’s Better Government
Ordinance.
ARTICLE VI. COMMITTEES
Section 1. Executive Committee
The Executive Committee shall consist of the Chair, Vice Chair, Treasurer and
Secretary and shall be established to provide cohesive leadership to the Commission.
Section 2. Standing Committees
The Executive Committee and/or a majority of the Members may form Standing
Committees to manage ongoing functions of the Commission and research and explore
specific issues in-depth that come before the Commission. The goal of a committee is to
provide a working forum for interaction and information exchange among members and
the public focusing on issues needing in-depth consideration.
The Standing Committees are: Events, Legislative, Membership, and Public Relations.
The Standing Committees shall be formed of, at minimum, two (2) members and,
maximum, four (4) members, unless otherwise approved by the Chair. The Chair and
Vice Chair of a Standing or Special Committee shall be responsible for scheduling and
presiding over Committee meetings, serve as a point of contact for the Commission,
and ensure that the Committee is fulfilling its goals.
All Standing Committees shall make progress reports to the Commission at each of the
Commission’s regular meetings.
1. Events Committee. The Events Committee’s responsibilities are as follows:
Plan events throughout the year.
Invite speakers to Commission meetings.
Collaborate with outside groups, as needed.
2.1. Legislative Committee. The Legislative Committee's responsibilities are
as follows:
● Identify and recommend legislative initiative priorities to the Executive
Committee.
● Monitor Contra Costa County legislative agendas for Federal, State and
County Legislation:
○ Board of Supervisors ’State and Federal Legislative Platforms.
○ Board of Supervisors and Board Legislation Committee Actions,
Minutes and/or Memorandums.
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○ If not within expressed Platforms and/or expressed actions by
Board, present formal request to the Board of Supervisors seeking
Request for Support on behalf of the Commission. Commission
members to approve formal requests by majority vote.
● Serve as liaison to Commission in women's legislative and policy
initiatives.
● Disseminate information to Commission membership, including
legislative updates and alerts; prepare legislative materials for advocacy
purposes; and monitor federal and state legislation, funding and policy
initiatives that affect women’s rights in California.
3.2. Membership Committee. The Membership Committee shall consist of a
minimum of three (3) and a maximum of four (4) members of the Commission
who choose not to be considered for election as Commission to officers. The
Membership Committee’s responsibilities are as follows:
● Annually in January, solicit nominations for the election of Commission
officers, obtain the nominees ’consent to serve, and provide the slate of
nominees to the Commission in February
● Interview Commission applicants and make recommendations to the
Commission regarding applicants.
● Submit recommended applicants names to the Internal Operations
Committee for possible consideration by the Board of Supervisors for
appointment to the Commission, and keep the Executive Committee
apprised of the status of pending appointments.
● Engage oOnboarding with a new Members.
● Recommend policies, procedures, and strategies for enhancing
Commission membership, both numerically and qualitatively, to assure
a growing and vital organization.
● Monitor meeting attendance as well as report to the Executive
Committee should an attendance violation occur.
● Maintain current membership roster.
4.3. Public Relations Committee. The Public Relations Committee’s
responsibilities are as follows:
● Serve as a link between the public and the Commission.
● Maintain the Commission’s social media presence by posting
information relevant to women in Contra Costa County.
● Prepare and send out quarterly newsletter.
● Maintain subscription (Listserv) of individuals interested in the
Commission’s work, in consultation with the Secretary.
● Create and send out press releases to media outlets in Contra Costa
County as needed.
● Maintain the Commission’s website.
● Design and update the Commission’s logo as needed.
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Section 3. Special Committees
The Chair of the Commission and/or the majority of the members may also form Special
Committees. Special Committees (“ad hoc” or “select” committees) may be formed for a
specific purpose and cease to exist after completion of a designated task.
Section 4. Terms of Committee Membership
The terms of membership for members of Standing Committees of the Commission
shall be one year, twelve (12) consecutive months from appointment. Each
February,March membership of standing or special Committees will be reviewed and
confirmed. in March. All members of Commission must serve on at least one (1)
Standing and/or Special Committee.
Section 5. Accountability of Committees
All Chair and/or Vice Chair of Committees shall present to the Commission Chair
monthly activity reports due one (1) week prior in writing to the regularly scheduled
meetings and shall have authority to make recommendations to the Commission on
matters within the Committee’s area of expertise. Only the Commission may take action
on Committee recommendations.
ARTICLE VIII. GOVERNANCE
The operations of the Contra Costa Commission for Women and Girls and Girls shall be
governed by its bylaws. . To the extent there are any inconsistencies between these
bylaws and the resolutions creating the Commission or countywide advisory body
policies, the resolutions and countywide advisory body policies will govern.
ARTICLE VIIIIX. AMENDMENT OF BYLAWS
Proposals to amend the Commission Bylaws shall be presented at a regular
Commission meeting and voted on at the following regular Commission meeting.
These bylaws and any bylaw amendments shall be recommended by the Commission
and be effective upon approval by the Board of Supervisors.
Originally adopted by majority membership vote at the regular Meeting of the Contra
Costa County Women’s Advisory Committee on May 18, 1993, and amended on
September 21, 1993, March 19, 1996, April 16, 1996, November 21, 2000, April 17,
2007, February 17, 2010, December 11, 2010, and [2017], May 7, 2019, and October
3019December 7, 2021
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BYLAWS OF THE
CONTRA COSTA COMMISSION FOR WOMEN AND GIRLS
ADOPTED BY BOARD OF SUPERVISORS
DECEMBER 2021
ARTICLE I. NAME
Section 1.
The name of this body shall be the Contra Costa Commission for Women and Girls,
hereinafter referred to as “the Commission.”
Section 2.
This body was formed in 1984 as an advisory committee. In 1999, the Contra Costa
County Board of Supervisors approved the Contra Costa County Women’s Advisory
Committee’s request that it be renamed the Contra Costa Commission for Women. In
May 2019, the Board adopted revised bylaws that changed the name to Contra Costa
Commission for Women and Girls.
ARTICLE II. PURPOSE
The Commission shall provide information and advice to the Contra Costa County
Board of Supervisors and other entities, as necessary, relating to the health and welfare
of women and girls in the county. The Commission will strive to increase awareness of
women’s and girls’ issues, celebrate the achievements of local deserving women,
champion opportunities for women and girls, and recommend legislative solutions at the
city, county, state and federal levels. Areas of focus will include, but are not limited to,
socio-economic conditions, workplace issues, social treatment of gender issues, and
health and safety for women and girls.
ARTICLE III. MEMBERSHIP
Section 1. Members
The Commission shall not exceed fifteen (15) members plus one Alternate At-Large
member, and the membership shall be broadly representative of the diversity of the
community at large. Members must be at least 18 years of age and work and/or reside
in Contra Costa County.
The Alternate At-Large member is a non-voting member except that he/she shall fill in
for a regular At-Large member when that member is absent from part or all of a
meeting, during which time the alternate member shall constitute a voting member.
Section 2. Member Responsibilities. Each member is expected to:
● Attend meetings of the Commission. Members are expected to notify the Chair in
advance of any absence from a meeting. Members may be excused by the Chair
for authorized absences.
● At-Large Members of the Commission will endeavor to attend one (1) Board of
Supervisor’s meeting a year on behalf of the Commission, resulting in an
additional commitment of approximately two (2) hours throughout the entire year.
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● Be an ambassador and proponent of the Commission and engage people from
all cultural and ethnic groups in women’s and girls’ issues and in the work of the
Commission.
● Comply with the Contra Costa County policy for Board Appointees concerning
Conflict of Interest and Open Meetings, Resolution No. 2002/376.
● All members will be expected to serve on at least one standing and/or special
committee annually and actively participate in meetings and events.
● Should a member take on a leadership role within a Standing or Special
Committee (Chair or Vice-Chair), the member shall commit to working to as
many hours as is needed to complete the work undertaken by the committee.
● For those members appointed to the specific district for the Board of Supervisors
in which the member works or resides, i.e.: District I, II, III, IV, and V; also
referred to as “District Members”, meet and/or communicate regularly with the
Supervisor for the member’s District. District Members shall commit to meeting
quarterly with the Supervisor for the member’s District.
Section 3. Appointment
District Members and At-Large Members of the Commission shall be appointed by the
County Board of Supervisors for fixed, staggered terms. Incumbents may be appointed
to successive terms.
Section 4. Terms of Appointment
All seat terms are for a period of four (4) years with staggered expiration dates for five
(5) seats at the end of the first (1) year, five (5) seats plus the alternate at the end of
the second (2nd) year and five (5) seats at the end of the third (3rd) year. Appointments
to seats shall begin on the effective date of appointment and end on the scheduled
expiration date for the seat to which the appointment is made. Starting in 2021, the Year
1 seats expire.
Seats expiring in
Year 1
Seats expiring in
Year 2
Seats expiring in
Year 3
1. At-Large 1 1. At-Large 5 1. At-Large 3
2. At-Large 2 2. At-Large 6 2. At-Large 8
3. At-Large 4 3. At-Large 10 3. At-Large 9
4. At-Large 7 4. District 3 4. District 1
5. District 5 5. District 4 5. District 2
6. Alternate
Section 5. Vacancies
Recruitment: The Membership Committee shall monitor scheduled and unscheduled
membership vacancies and promptly recruit to fill vacancies. The Membership
Committee shall consider community experience, and the criteria outlined in Article III
(Membership), Section 1 (Members) in formulating a recommendation for recruitment by
the Commission.
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Recommendation of Applicants: The Membership Committee will recommend
applicants to the District Supervisors or the Board’s Family and Human Services
Committee for appointment. The Commission Chair shall report to the County Board of
Supervisors any unscheduled membership vacancy as it occurs.
Onboarding: The Membership Committee shall also engage in onboarding of new
members, as well as monitoring of the terms of appointment and meeting attendance.
Section 6. Removal
Members of the Commission serve at the pleasure of the Board of Supervisors. The
following circumstances may be grounds for removal from the Commission:
1. Voluntary Resignation. Members who wish to resign shall address a written notice
of resignation to the Commission Chair. The Chair will notify the Board of
Supervisors of the vacancy.
2. Meeting Attendance Recommendation. Members whose attendance rate falls below
forty-five percent (45%) of the previous twelve regularly scheduled meetings will
trigger an automatic meeting attendance recommendation notice to the Executive
Committee.
3. Constructive Resignation. A member who is absent from three (3) consecutive
scheduled meetings without authorization from the Chair will be considered to have
resigned from the Commission, and the Chair will notify the Board of Supervisors of
the vacancy.
4. Monitoring. The Membership Committee shall monitor meeting attendance.
5. Lack of participation on Standing and Special Committees. The Commission Chair
shall request information from Committee Chairs regarding member participation at
the conclusion of each quarter. The Commission Chair and Vice Chair will take this
information into consideration should a meeting attendance recommendation be
triggered under Article III Section 6.2.
6. Poor Conduct. Behavior that violates state law or the County’s policies, as
prescribed in the County’s Advisory Body Handbook may be grounds for removal
from the Commission. The Chair will notify the Board of Supervisors of the poor
conduct and recommendation for removal.
ARTICLE IV. OFFICERS
The officers of the Commission shall comprise the Executive Committee and shall
include a Chair, a Vice-Chair, a Treasurer, and a Secretary. In the event that the
responsibilities of a designated office would be best served by two individuals, those
individuals elected to that position will share the position as cooperative officers.
Section 1. Nomination and Election of Officers
A Membership Committee and Chair shall be nominated and elected by Commission
members at the regularly scheduled Commission meeting each February.
Election of officers from among the members of the Commission shall be held each
February. Terms of office shall begin as of the regular meeting in March of each year.
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Should vacancies occur, officers may also be appointed at the discretion of the Chair to
fulfill the remaining term of the vacant officer position(s).
The election will be conducted publicly at the February Commission meeting. The
election of each officer will carry with a majority vote. In the case of a tie vote, the
Commission may re-vote until the tie is broken. If, in the opinion of the Chair, the tie will
not be broken within a reasonable number of attempts, the election may be deferred
until the next scheduled Commission meeting and the current seated officer will remain
in office until a new officer is elected.
No Commission Member shall serve on the Executive Committee until he/she has
served 12 consecutive months of his/her term as a Commission Member.
Section 2. Term of Office
The officers of the Commission shall hold office for a term of one (1) year, twelve (12)
consecutive months beginning in March of the year of election. In the event elections
are held after February in any given year, officers will serve their terms until elections
the following year. Officers may serve consecutive terms.
No Commission Member shall serve on the Executive Committee for more than two
consecutive years.
In the event the Chair is unable to complete her term of office, the Vice Chair will
succeed the Chair and fulfill the Chair’s remaining term of office as the presiding officer.
The membership will conduct an election to fill the resultingly vacant position of Vice
Chair. The Vice-Chair’s successor will serve the remaining term of office.
A vacancy in any office may be filled by a majority vote of the members attending a
special or regular Commission meeting.
Section 3. Duties
1. Chair
The Chair shall conduct meetings, develop agendas, ensure the full participation of
the Commissioners present during a duly held meeting, and serve as the official
spokesperson for the Commission.
The Chair shall also prepare Annual Reports for the County Board of Supervisors
and ensure that all members have completed the Brown Act and Better Government
Ordinance training annually.
2. Vice-Chair
The Vice-Chair shall maintain the historical record of the Commission and manage
time at regular or special Commission meetings. The Vice- Chair shall also assist
the Chair as directed by the latter and shall assume all the obligations and authority
of the Chair in the absence of the latter.
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3. Treasurer
The Treasurer shall prepare the annual Commission budget, receive and account for
donations and fundraising proceeds, and shall forward all receipts to the County
Administrator’s Office for deposit in the County Treasury. The Treasurer shall track
and report monthly on the financial activity of the Commission and liaise with the
County Administrator’s Office to arrange authorized disbursements from the
Commission’s account.
4. Secretary
The Secretary shall handle any regular or special administrative duties, which may
include the following tasks:
Take minutes at regular or special Commission meetings and send draft minutes
to the Chair at least ten (10) calendar days before the next Commission meeting.
File approved minutes and related handouts for the Commission’s records.
Ensure that agendas and minutes are uploaded to the Commission ’s website
within a month of being approved.
Ensure that the Commission’s calendar is up to date on its website within a
month of the next scheduled Commission meeting.
Maintain a record of attendance of Commissioners as provided by the
Membership Committee.
In consultation with the Public Relations Subcommittee, maintain a subscription
(distribution) list of individuals who have elected to receive the Commission’s
meeting notices and agenda.
Check the Commission’s email account at least twice a week.
Check the Commission’s mailbox at least once a week.
Create, update, and keep name tents of each member for Commission meetings.
Section 4. Removal
The Commission, by a majority vote, may remove the Chairperson and/or Vice-
Chairperson from office and relieve them of their duties. In the event of removal of the
Chairperson and/or Vice Chairperson, the Membership Committee shall meet and
present nominations for the vacant position(s) at the next regularly scheduled
Commission meeting.
ARTICLE V. MEETINGS
Section 1. Regular Meetings
Regular meetings of the Commission shall be held at 7:00 pm on the fourth (4th)
Tuesday of each month. Exception: The Commission generally does not meet one
month out of the year.
Notice of regular meetings of the Commission and an accompanying agenda shall be
emailed to each member and publicly noticed on the Commission webpage and at the
Clerk of the Board of Supervisors, 1025 Escobar Street, 1st Floor, Martinez, CA., at least
ninety-six (96) hours prior to the meeting date. Agendas shall be posted, mailed and
made available to the public in accordance with the Brown Act and Contra Costa
County Better Government Ordinance.
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Section 2. Special Meetings
Special meetings of the Commission may be called at any time by the Chair. Notice of a
special meeting will include the time, date, place, and purpose. Notice of special
meetings of the Commission and an accompanying agenda shall be emailed to each
member and publicly noticed on the Commission webpage and at the Clerk of the Board
of Supervisors, 1025 Escobar Street, 1st Floor, Martinez, CA., at least twenty-four (24)
hours prior to the meeting date.
Section 3. Action at a Meeting: Quorum and Required Vote
A quorum must be present to conduct a meeting. A quorum is one Member more than
one-half of the authorized Members, or 8 members. Each Member present shall have
one vote on motions. Members must offer disclosure and abstain from voting or recuse
themselves upon issues in which a conflict of interest may constrain impartiality.
1. The work of the Commission may proceed by consensus as long as there is no
objection from a Member to proceeding in this manner.
2. On any matter where a Member requests a recorded vote, the matter may only
be approved if it is approved by at least a simple majority of the total number of
voting members (and no fewer than 5 Members).
3. Proxy voting is not permitted.
4. The Alternate At-Large Member may only vote in the absence of one At-Large
Member.
5. Commissioners who also have membership in an organization that provides
funding to the Commission must recuse themselves from any discussion and/or
vote pertaining to the use of those funds.
Section 4. Open Meetings
All meetings of the Commission and all meetings of the standing and special
committees shall comply with the Brown Act and the County’s Better Government
Ordinance.
ARTICLE VI. COMMITTEES
Section 1. Executive Committee
The Executive Committee shall consist of the Chair, Vice Chair, Treasurer and
Secretary and shall be established to provide cohesive leadership to the Commission.
Section 2. Standing Committees
The Executive Committee and/or a majority of the Members may form Standing
Committees to manage ongoing functions of the Commission and research and explore
specific issues in-depth that come before the Commission. The goal of a committee is to
provide a working forum for interaction and information exchange among members and
the public focusing on issues needing in-depth consideration.
The Standing Committees are: Legislative, Membership, and Public Relations.
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The Standing Committees shall be formed of, at minimum, two (2) members and,
maximum, four (4) members, unless otherwise approved by the Chair. The Chair and
Vice Chair of a Standing or Special Committee shall be responsible for scheduling and
presiding over Committee meetings, serve as a point of contact for the Commission,
and ensure that the Committee is fulfilling its goals.
All Standing Committees shall make progress reports to the Commission at each of the
Commission’s regular meetings.
1. Legislative Committee. The Legislative Committee's responsibilities are as
follows:
● Identify and recommend legislative initiative priorities to the Executive
Committee.
● Monitor Contra Costa County legislative agendas for Federal, State and
County Legislation:
○ Board of Supervisors ’State and Federal Legislative Platforms.
○ Board of Supervisors and Board Legislation Committee Actions,
Minutes and/or Memorandums.
○ If not within expressed Platforms and/or expressed actions by
Board, present formal request to the Board of Supervisors seeking
Request for Support on behalf of the Commission. Commission
members to approve formal requests by majority vote.
● Serve as liaison to Commission in women's legislative and policy
initiatives.
● Disseminate information to Commission membership, including
legislative updates and alerts; prepare legislative materials for advocacy
purposes; and monitor federal and state legislation, funding and policy
initiatives that affect women’s rights in California.
2. Membership Committee. The Membership Committee shall consist of a
minimum of three (3) and a maximum of four (4) members of the Commission
who choose not to be considered for election as Commission officers. The
Membership Committee’s responsibilities are as follows:
● Annually in January, solicit nominations for the election of Commission
officers, obtain the nominees ’consent to serve, and provide the slate of
nominees to the Commission in February
● Interview Commission applicants and make recommendations to the
Commission regarding applicants.
● Onboard new Members.
● Recommend policies, procedures, and strategies for enhancing
Commission membership, both numerically and qualitatively, to assure
a growing and vital organization.
● Monitor meeting attendance as well as report to the Executive
Committee should an attendance violation occur.
● Maintain current membership roster.
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3. Public Relations Committee. The Public Relations Committee’s responsibilities
are as follows:
● Serve as a link between the public and the Commission.
● Maintain the Commission’s social media presence by posting
information relevant to women in Contra Costa County.
● Prepare and send out quarterly newsletter.
● Maintain subscription (Listserv) of individuals interested in the
Commission’s work, in consultation with the Secretary.
● Create and send out press releases to media outlets in Contra Costa
County as needed.
● Maintain the Commission’s website.
● Design and update the Commission’s logo as needed.
Section 3. Special Committees
The Chair of the Commission and/or the majority of the members may also form Special
Committees. Special Committees (“ad hoc” or “select” committees) may be formed for a
specific purpose and cease to exist after completion of a designated task.
Section 4. Terms of Committee Membership
The terms of membership for members of Standing Committees of the Commission
shall be one year, twelve (12) consecutive months from appointment. Each March
membership of standing or special Committees will be reviewed and confirmed..
Section 5. Accountability of Committees
All Chair and/or Vice Chair of Committees shall present to the Commission Chair
monthly activity reports due one (1) week prior in writing to the regularly scheduled
meetings and shall have authority to make recommendations to the Commission on
matters within the Committee’s area of expertise. Only the Commission may take action
on Committee recommendations.
ARTICLE VII. GOVERNANCE
The operations of the Contra Costa Commission for Women and Girls shall be
governed by its bylaws. To the extent there are any inconsistencies between these
bylaws and the resolutions creating the Commission or countywide advisory body
policies, the resolutions and countywide advisory body policies will govern.
ARTICLE VIII. AMENDMENT OF BYLAWS
Proposals to amend the Commission Bylaws shall be presented at a regular
Commission meeting and voted on at the following regular Commission meeting.
These bylaws and any bylaw amendments shall be recommended by the Commission
and be effective upon approval by the Board of Supervisors.
Originally adopted by majority membership vote at the regular Meeting of the Contra
Costa County Women’s Advisory Committee on May 18, 1993, and amended on
September 21, 1993, March 19, 1996, April 16, 1996, November 21, 2000, April 17,
2007, February 17, 2010, December 11, 2010, 2017, May 7, 2019, and December 7,
2021
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D1730207
07/31/2021
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D1730207
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D1730207
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D1730207
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RECOMMENDATION(S):
APPROVE and AUTHORIZE the Contra Costa Commission on Women and Girls to apply for the Women’s Recovery Response Grant from
the California Commission on the Status of Women and Girls in an amount not to exceed $250,000, to provide services to women who have
been disproportionately affected economically by the ongoing pandemic for the period March 1, 2022 to February 28, 2023.
FISCAL IMPACT:
100% state funding by the California Commission on the Status of Women and Girls. No County match required.
BACKGROUND:
The California Commission on the Status of Women and Girls (CCSWG) is accepting grant applications from local women’s commissions,
local government entities for the purpose of establishing new women’s commissions and nonprofits serving women and girls for its 2022
Women’s Recovery Response effort.
With $5 million available, the Commission will award funds ranging from $25,000 up to $250,000 maximum, depending on the proposed
activities for each funding category (Capacity Building, Communications, Community Engagement, Direct Services and Re-Granting).
Preference will be given to organizations serving women who have been disproportionately affected economically by the ongoing pandemic
including, but not limited to, low-income, unemployed, or underemployed, American Indian and Alaska Native Resources (AIAN), Black,
Indigenous, People of Color (BIPOC), Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual (LGBTQIA), unhoused, rural, disabled,
senior, and veteran populations.
The Contra Costa Commission for Women and Girls was formed to educate the community and advise the Contra Costa County Board of
Supervisors on issues relating to the changing social and economic conditions of women in the County, with particular emphasis on the
economically disadvantaged. The Commission's mission is “to improve the economic status, social welfare, and overall quality of life for
women in Contra Costa County.”
The Contra Costa Commission for Women and Girls is scheduled to have its annual retreat on January 30, 2022 to determine the projects for
which the Commission will propose to utilize the CCSWG Women’s Recovery Response Grant. Since application materials are due by 4:00
p.m. on February 4, 2022, this Board Order will authorize the local women’s commission to submit the grant application prior to the deadline.
APPROVE OTHER
RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
Action of Board On: 02/01/2022 APPROVED AS RECOMMENDED OTHER
Clerks Notes:
VOTE OF SUPERVISORS
AYE:John Gioia, District I Supervisor
Candace Andersen, District II Supervisor
Diane Burgis, District III Supervisor
Karen Mitchoff, District IV Supervisor
Federal D. Glover, District V Supervisor
Contact: Lara DeLaney, (925) 655-2057
I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown.
ATTESTED: February 1, 2022
Monica Nino, County Administrator and Clerk of the Board of Supervisors
By: Antonia Welty, Deputy
cc:
C. 47
To:Board of Supervisors
From:Monica Nino, County Administrator
Date:February 1, 2022
Contra
Costa
County
Subject:Women’s Recovery Response Grant from the California Commission on the Status of Women and Girls
FHS Agenda Packet Page 185 of 235
CONSEQUENCE OF NEGATIVE ACTION:
The Contra Costa County Commission for Women and Girls will not receive California State Women’s Recovery Response Grant funding,
reducing local services to women who have been disproportionately affected economically by the ongoing pandemic.
FHS Agenda Packet Page 186 of 235
Women’s Recovery Response:
Grant Funding Opportunity
APPLICATION
www.women.ca.gov
grants@women.ca.gov
FHS Agenda Packet Page 187 of 235
WOMEN’S RECOVERY RESPONSE: GRANT FUNDING OPPORTUNITY
Application Release Date: January 10, 2022
Purpose of Solicitation
The California Commission on the Status of Women and Girls (CCSWG) is soliciting
applications for the Women’s Recovery Response Grant Program to support the existing
and emerging needs of women in California who have been disproportionately impacted
by the COVID-19 pandemic. This Grant Funding Opportunity (GFO) solicitation provides
detailed information and forms necessary to prepare a proposal for CCSWG grant funds.
This is the first round of grant funds administered by the Commission is available on a rolling
basis through fiscal year 2021-2022.
About the California Commission on the Status of Women and Girls
For more than 50 years, the California Commission on the Status of Women and Girls has
identified and worked to eliminate inequities in state laws, practices, and conditions that
affect California’s women and girls. Established as a state agency with 17 appointed
commissioners in 1965, the Commission regularly assesses gender equity in health, safety,
employment, education, and equal representation in the military, and the media. The
Commission provides leadership through research, policy and program development,
education, outreach and collaboration, advocacy, and strategic partnerships.
Eligibility
Eligible applicants must be one of the following:
A. Local women’s commission established with a city or county government.
B. Local government entity for the purpose of establishing new commissions and/or
other grant funded activities that support and align with the mission of women and
girl’s commissions.
C. Statewide or local nonprofit1 with an established history of programming and/or
services that support and align with the mission of women and girl’s commissions.
Availability
Applicants may apply for funds totaling $25,000 up to $250,000 based on the funding
category for which they are applying. Based on availability of funds, CCSWG may choose
to exceed or restrict the maximum amount for awards. The period of performance for
projects funded will be 12 months, with an anticipated start date of March 1, 2022.
Submission Deadline
Completed grant applications must be submitted by 4:00 p.m. PST on Friday, February 4,
2022 using the online portal at https://women.ca.gov/womens-recovery-response/
Grant Award Performance Period
March1, 2022 – February 28, 2023 (Final reporting due to CCSWG by March 1, 2023)
Contact Information
Questions concerning this GFO, the proposal process, or programmatic issues must be
submitted in writing by email to: grants@women.ca.gov. Please do not submit questions to
individual staff or Commissioners as these will not be answered.
1 “Non-profit organization” means an organization qualified to do business in California and
qualified under Section 501(c)(3) of Title 26 of the United States Code.
FHS Agenda Packet Page 188 of 235
I. OVERVIEW
As the state entity tasked with assessing gender equity in multiple issue areas including
health, safety, employment, education, and others, the California Commission on the
Status of Women and Girls is uniquely positioned to support local commissions and the
direct service providers they work with to ensure that women’s needs are focused on
statewide recovery efforts. The Budget Act of 2021 (Senate Bill 129) established the
Women’s Recovery Response to provide local assistance with $5 million in one-time funds.
The investment will insert structural support and resources into the network of local
commissions while the California Commission continues to act as a statewide convener,
facilitator, and oversight administrator. Funds will support:
1) Existing local women’s commissions by engaging and strengthens existing local
women’s commissions to ultimately inform the development of a future statewide
Women’s Economic Recovery Blueprint.
2) Development of new local commissions at the city and county level to increase diverse
representation of all women’s voices throughout California.
3) Increase resources for community-based organizations providing direct services to
support immediate needs for women through an economic security lens that ultimately
support and align with the mission of women and girl’s commissions.
The goal of this Grant Funding Opportunity is to build a more direct system of support for
women in communities across the state by strengthening the existing network of local
commissions, growing diverse representation of all women’s voices through the
establishment of new local commissions, and provide immediate relief to women by
increasing resources for direct service providers to support the economic recovery of
women and the economic circumstances of girls.
As we grapple with the long-term consequences and persistent challenges of this
pandemic, it is imperative that women across the state, in all industries and localities,
receive the support they need. The California Commission on the Status of Women and
Girls is committed to leading the work to understand the impact of COVID-19 on women
and families and ensuring that they are represented. This funding and the commitment
from those who championed it is a key element of rebuilding in the wake of the
pandemic. The California Commission on the Status of Women and Girls is proud to take
this critical step toward equitable recovery statewide.
FHS Agenda Packet Page 189 of 235
Current Geographic Distribution of Local Women’s Commissions in California
Purple represents counties operating local women commissions.
Listed cities represent cities operating local women commission which also
reside within purple counties.
FHS Agenda Packet Page 190 of 235
II. PROGRAM REQUIREMENTS
This grant is governed by and shall be interpreted in accordance with the laws of the State
of California.
A. Conflict of Interest
All participants are subject to State conflict-of-interest laws. Failure to comply with these
laws, including business and financial disclosure provisions, will result in the proposal being
rejected and any agreement being declared void. Applicable statutes include, but are
not limited to, Government Code section 1090 and Public Contract Code sections 10410
and 10411.
Pursuant to conflict of interest laws, individuals working on behalf of a funding recipient
(grantee) may be required to file a Statement of Economic Interests (Form 700). You may
review filing requirements at: https://www.fppc.ca.gov.
B. Confidentiality
Applicants should be aware that when submitting a proposal to the State, they will waive
their rights to the confidentiality of the contents of the proposal. Once a decision on an
application has been made by DWR, the proposal is subject to disclosure pursuant to the
California Public Records Act (Gov. Code, § 6250 et seq.).
C. Labor Code Compliance
As part of the funding agreement, the funding recipient shall agree to be bound by all the
provisions of the Labor Code regarding prevailing wages and shall monitor all contracts
subject to reimbursement from the funding agreement to assure that the prevailing wage
provisions of the Labor Code are being met. Current Department of Industrial Relations
(DIR) requirements may be found at: http://www.dir.ca.gov/lcp.asp.
FHS Agenda Packet Page 191 of 235
III. APPLICANT INFORMATION
A. Legal applicant
Please provide the required information for the legal applicant organization
Name of Organization
Contra Costa Commission for Women and Girls
Title of Proposal
Grant to support women and girls of Contra Costa County
Type of Organization
County Women’s Commission
Primary Contact [First and Last Name]
Kelly Clancy
Address, City, State and Zip Code
1025 Escobar Street, Martinez CA 94553
Phone
925.667.7950
Email
info@womenscommission.com
*By entering your information, you agree to be entered into our database and received
future communication from CCSWG.
B. Communities
Please identify the current footprint of cities and counties your organization serves.
COUNTIES CITIES
Contra Costa County Antioch, Brentwood, Clayton, Concord,
Danville, El Cerrito, Hercules, Lafayette,
Martinez, Moraga, Oakley, Orinda, Pinole,
Pittsburg, Pleasant Hill, Richmond, San
Pablo, San Ramon, Walnut Creek
C. How long (in years and/or months) has the applicant organization been in existence?
41 Years
FHS Agenda Packet Page 192 of 235
D. Please select if the applicant organization received any grants from:
☐ State of California
☐ Federal Government
☐ City and/or County
☐ Other
☒ Applicant organization has not received any grants
Please list name of the grant program(s) awarded here
Please list name of the grant program(s) awarded here
E. Has the applicant organization ever been convicted of violating federal criminal law
involving fraud, bribery, or gratuity violations?
☐ Yes
☒ No
F. Does the applicant organization have a current lawsuit filed against them or previously
had a lawsuit filed against them in the last five (5) years?
☐ Yes
☒ No
G. How many times in the past five (5) years has the applicant organization received an
audit and/or monitoring finding(s)?
☒ The applicant organization has not received an audit finding in the past five years
☐ 1-3 findings
☐ 4-6 findings
☐ 7+ findings
H. Does your accounting system identify and track expenditures and receipt of program
funds?
☒ Yes
☐ No
If you selected “no,” please briefly explain how your organization would track grant
expenditures.
If you selected “no,” please briefly explain how your organization would track grant
expenditures.
FHS Agenda Packet Page 193 of 235
IV. FUNDING CATEGORIES
A. Awarded Activities
CCSWG solicits proposals for projects that accelerate women’s economic recovery
from the impact of COVID-19. Grant funds will support activities intended to increase
engagement/representation and improve economic security for women and girls.
Applicants can apply for any or all the funding categories with one exception:
Proposals to establish new local commissions can only apply for Capacity Building
funds and no other category. Please select all areas of funding you are applying for:
☒ Capacity Building [$25,000 - $50,000]
Strengthen an existing organization’s systems and operations; establish a new local
commission (city or county); and may involve human capacity, developmental skill-
building, or structural sustainability to improves ability to serve intended target
audience of local women and girls.
Describe the needs of your community, the history and purpose of the organization
and how additional funding will support the organization’s ability to serve the identified
target audience. Describe how the organization has served or intends to serve those
most impacted communities affected by Covid-19 and how your proposal support
and align with the mission of women and girl’s commissions. Describe how impact was
measured and of success achieved, and how you propose to increase impact on the
most affected populations of women and girls with this funding [Max 1,500 words].
The Women’s Recovery Response Grant Funding will support CCCWG’s capacity-
building efforts for the next year. CCCWG understands that in order to serve
effectively our diverse community and be able to make beneficial recommendations
to the Board of Supervisors, the status of women and girls in our county, especially
those impacted by COVID-19, must be clearly understood. CCCWG will use this grant
to generate and publish an in-depth report on issues impacting women entitled
CCCWG Status Report 2022. With this increased knowledge, CCCWG can actively
support activities to improve the lives and economic security for women and girls,
especially those impacted by COVID-19. This report can help improve the
Commission’s ability to serve local women and girls and will be shared with CCSWG
and the public. Grant funds will also be used to support CCCWG's operations,
including supplies for community engagement activities (signage, popup tent, etc).
With capacity building support, the Contra Costa Commission for Women and Girls
would be better equipped to make an impact in the community as it relates to our
goals around supporting women-owned businesses and our most economically
disadvantaged female residents recover from the impacts of Covid-19...
The Contra Costa community is diverse and 51% of its population are female
according to the US Census as of 2019. The Contra Costa Commission for Women and
Girls focuses on educating the community and advising the Contra Costa Board of
Supervisors on issues relating to equity and conditions for women and girls in the
county. Our mission entails improving the economic status, social welfare, and overall
quality of life for women and girls in Contra Costa County. This includes legislative
advocacy along with educational events for the community as a whole. We also offer
referrals to resources for women who need assistance with issues such as sexual
harassment, child support, child abuse, domestic violence, and navigating through
COVID 19.
FHS Agenda Packet Page 194 of 235
During the pandemic, many women suffered economic losses whether they were
business owners or employees. In 2021, the Commission focused part of its efforts on
identifying women-owned businesses and collaborated with stakeholders in the
communities to create a pop-up market event. This event provided an opportunity for
the businesses to reach customers, collaborate, and advertise at no cost to the
business owners.
The Commission recognized the mental hardship the pandemic has created for
women and girls in our community, so we sought out opportunities to collaborate with
the Contra Costa Family Justice Center. The Family Justice Center identified our target
audience through their channels, where we were able to co-host a Wellness &
Resilience During COVID-19 symposium. The symposium raised awareness in the
following topics: Suicide prevention, faith and spirituality, gentle yoga, trauma &
treatment, and mental wellness and mindfulness.
The Commission helped the unhoused population by collecting feminine hygiene
products, adult diapers, toiletries, and bottled water, which were donated to Contra
Costa County Department of Employment and Human Services and distributed at the
hotels the County was using to house women in need during the COVID-19 crisis.
The feedback received from participating women & girls from both events as well as
the collaborative partners was positive with room to build for future goals. The
Commission will use awarded funds for capacity building and development, with a
focus on maintaining equity considerations that are central to our mission. The
Commission intends to identify additional vulnerable populations of women who are in
need of resources, including women who have suffered economic losses from jobs that
do not meet unemployment qualifications, such as nannies or in the housekeeping
industry. We propose using consulting services to identify appropriate populations and
to assess needs through inclusive outreach methods.
We also plan to host events to support women-owned businesses, which will support
local small businesses and the planned events and outreach will also create exposure
and listening opportunities for the commission, allowing us to be a growing resource for
the County. In May of 2021, the commission hosted a maker's market pop-up event to
support women owned businesses in Contra Costa County. The event was hosted at a
local farm in Briones/Martinez at a discounted rate, where we had 30 women owned
businesses/vendor booths, 5 health, wellness and county organization booths and 3
food booths, at no cost to the vendors. The commission held a raffle in the afternoon,
giving away 5 free tickets to each attendee. The event had over 400 people in
attendance and was well received. Vendors have continued to reach out and share
commission information in hopes of participating in another maker's market. Hosting
these events quarterly would help the women owned businesses in the county while
providing services and much needed resources by pairing each vendor with a local
non-profit such as Community Violence Awareness or STAND! We intend to find several
locations in different districts throughout the County so that there is equal
representation and opportunity to attend.
Capacity building and development will also include investments in our commission
members. Having the ability to invest in leadership training for all commissioners will
strengthen our ability to ensure appropriate delegation of responsibility, as well as
strategic and succession planning, and will ensure future and continuous success for
the commission. The commission intends to host online webinars with professionals from
FHS Agenda Packet Page 195 of 235
various areas such as mental health, resilience, business ownership, and finances,
giving women and girls much needed information and resources.
Funding to build capacity and increase our outreach is critical to the Contra Costa
Commission for Women and Girls, as the Friends of the Women's Commission that
previously fundraised for commission activities has since disbanded. Without this
funding, the Commission is seeking new funding avenues while maintaining continuity
of operations.
FHS Agenda Packet Page 196 of 235
☒ Communications [$25,000 - $50,000]
Design and/or support digital communications strategies; support education and
engagement opportunities to reach intended audience; may involve website
development, social media, online content creation, collateral development,
language translations, media/PR efforts.
Describe the communication strategies you plan to deploy and how you will achieve
effective communications among the identified target audience [Max 1,000 words].
The Women’s Recovery Response Grant funding will support our strategic
communications efforts for the next year. In order to effectively engage with the
community, CCCWG needs a strong social media presence. These grant funds will be
used to design and execute a digital communication plan, including increasing the
Commission’s online presence and number of followers through both organic and paid
promotion, online content creation, and website development. CCCWG will develop
and implement a county-wide online education campaign highlighting Sexual Assault
Awareness Month (April), Domestic Violence Awareness Month (October), Women’s
Heart Health Month (February), etc. CCCWG will educate and inform women & girls of
resources available for them throughout the county, including pandemic support and
economic recovery resources, through our social media and digital communications.
In addition, collateral materials such as handouts highlighting available resources to
women and girls will be produced and distributed at community engagement
activities thus increasing our opportunity to communicate with community groups and
residents, including underrepresented women and girls.
The Contra Costa Commission for Women & Girls recently redid their website to make
access to county resources easier to discover. We would like to have ongoing
campaigns to support connection to Contra Costa County women-owned businesses
to support the creators, makers, and entrepreneurs of the county where we can
promote any and all female-led businesses. This would be ideal to run through Google
Search Ads that would help connect people looking for specific items to businesses run
in the county. This campaign would also involve press releases to promote the
campaign to local media along with potential ad buys, as well as targeted mailers
(should the budget allow).
We also propose to create social media campaigns for events that the commission is
hosting, as well as to disseminate vital information from the State and County. The
commission used social media to reach out to women-owned businesses and local
non-profits for our first pop-up market event. At future events we would love to more
intentionally pair women-owned businesses with various non-profits around the County
Many women and girls do not have access to supportive services due to a lack of
awareness, or in some cases due to abusive relationships with limited social media
access. Creating events geared towards women will help to provide another avenue
for women and girls to access help if needed.
FHS Agenda Packet Page 197 of 235
☒ Community Engagement [$25,000 - $150,000]
Create, facilitate, and promote outreach and engagement opportunities; collect
stories, data and community solution proposals and gather input from women
impacted by the COVID-19 pandemic (will be shared with CCSWG and the public);
may involve public meetings, interviews, convening with community groups and
residents with an emphasis on strategic engagement of underrepresented women and
girl’s voices.
Identify the engagement activities you plan to deploy and how it will achieve
community participation among the identified target audience [Max 1,000 words].
Community Engagement with the Contra Costa Commission for Women and Girls
would be better equipped to make an impact in the community as it relates to our
goals around supporting women-owned businesses and our most economically
disadvantaged female residents recover from the impacts of Covid-19...
The Contra Costa community is diverse and 51% of its population are female
according to the US Census as of 2019. The Contra Costa Commission for Women and
Girls focuses on educating the community and advising the Contra Costa Board of
Supervisors on issues relating to equity and conditions for women and girls in the
county. Our mission entails improving the economic status, social welfare, and overall
quality of life for women and girls in Contra Costa County. This includes legislative
advocacy along with educational events for the community as a whole. We also offer
referrals to resources for women who need assistance with issues such as sexual
harassment, child support, child abuse, domestic violence, and navigating through
COVID 19.
During the pandemic, many women suffered economic losses whether they were
business owners or employees. In 2021, the Commission focused part of its efforts on
identifying women-owned businesses and collaborated with stakeholders in the
communities to create a pop-up market event. This event provided an opportunity for
the businesses to reach customers, collaborate, and advertise at no cost to the
business owners.
The Commission recognized the mental hardship the pandemic has created for
women and girls in our community, so we sought out opportunities to collaborate with
the Contra Costa Family Justice Center. The Family Justice Center identified our target
audience through their channels, where we were able to co-host a Wellness &
Resilience During COVID-19 symposium. The symposium raised awareness in the
following topics: Suicide prevention, faith and spirituality, gentle yoga, trauma &
treatment, and mental wellness and mindfulness.
The Commission helped the unhoused population by collecting feminine hygiene
products, adult diapers, toiletries, and bottled water, which were donated to Contra
Costa County Department of Employment and Human Services and distributed at the
hotels the County was using to house women in need during the COVID-19 crisis.
The feedback received from participating women & girls from both events as well as
the collaborative partners was positive with room to build for future goals. The
Commission will use awarded funds for capacity building and development, with a
focus on maintaining equity considerations that are central to our mission. The
Commission intends to identify additional vulnerable populations of women who are in
need of resources, including women who have suffered economic losses from jobs that
FHS Agenda Packet Page 198 of 235
do not meet unemployment qualifications, such as nannies or in the housekeeping
industry. We propose using consulting services to identify appropriate populations and
to assess needs through inclusive outreach methods.
We also plan to host events to support women-owned businesses, which will support
local small businesses and the planned events and outreach will also create exposure
and listening opportunities for the commission, allowing us to be a growing resource for
the County. In May of 2021, the commission hosted a maker's market pop-up event to
support women owned businesses in Contra Costa County. The event was hosted at a
local farm in Briones/Martinez at a discounted rate, where we had 30 women owned
businesses/vendor booths, 5 health, wellness and county organization booths and 3
food booths, at no cost to the vendors. The commission held a raffle in the afternoon,
giving away 5 free tickets to each attendee. The event had over 400 people in
attendance and was well received. Vendors have continued to reach out and share
commission information in hopes of participating in another maker's market. Hosting
these events quarterly would help the women owned businesses in the county while
providing services and much needed resources by pairing each vendor with a local
non-profit such as Community Violence Awareness or STAND! We intend to find several
locations in different districts throughout the County so that there is equal
representation and opportunity to attend.
Community Engagement will also include investments in our commission members.
Having the ability to invest in leadership training for all commissioners will strengthen our
ability to ensure appropriate delegation of responsibility, as well as strategic and
succession planning, and will ensure future and continuous success for the commission.
The commission intends to host online webinars with professionals from various areas
such as mental health, resilience, business ownership, and finances, giving women and
girls much needed information and resources.
Funding to engage the community and increase our outreach is critical to the Contra
Costa Commission for Women and Girls, as the Friends of the Women's Commission
that previously fundraised for commission activities has since disbanded. Without this
funding, the Commission is seeking new funding avenues while maintaining continuity
of operations.
.
FHS Agenda Packet Page 199 of 235
☒ Direct Services [$50,000 - $150,000]
Support the organization’s existing programming and direct services; increase services
to the intended target audience of women for the purpose of improving economic
opportunity and security for women and girls.
Detail the program activities and how additional funding will support increased impact
for the identified target audience [Max 1,000 words].
The commission has been restructuring and rebuilding, after our goal setting meeting
on January 20, 2022 the commission has established the 2022 goals to include hosting
webinars and events to cover a variety of topics to provide resources and learning
opportunities for women and girls throughout the county. The commission intends to
host quarterly makers market events to support women owned businesses and County
and non-profit services directed towards women and girls. The commission hosts a
feminine hygiene product drive to provide necessary products to the unhoused
population in Contra Costa County, this grant would allow the commission to provide
more products to more women and girls. The commission intends to work with foster
youth and women and girls re-entering the community after release from jail. This
funding would allow the commission to host classes, seminars and leadership training.
.
FHS Agenda Packet Page 200 of 235
☒ Re-Granting [$100,000 - $250,000]
Support the organization’s existing grant program(s); expand impact to the intended
target audience of women and girls for the purpose of improving economic
opportunity and security for women and girls.
Detail the purpose and impact of the grant program and how additional funding will
support increased impact for the identified target audience [Max 1,000].
The Contra Costa Commission for Women and Girls would use this funding to work with
all of the vendors that we have previously worked with by issuing grants to help their
businesses. We would do so by creating economic opportunities for Contra Costa
female business owners by providing grants to female business owners for their various
business needs. Creating opportunities for scholarships for Contra Costa female
students including foster kids who could use added support. Creating grants to issue
money to local female-oriented and led nonprofit organizations.
Contra Costa County is host to numerous non-profit agencies that benefit women and
girls that could use some additional funding to create awareness of their organizations
and to also advance the resources for the underserved.
One of the goals of the Women’s Commission is to work with foster youth in the County
on education and life skills. Re-granting would allow the commission to offer
scholarships to those girls to help jumpstart their college careers or their small business
enterprise.
Offering grants to local women owned businesses would help many businesses during
these unprecedented times. The commission currently works with 38 vendors, groups
and restaurants, each one of those businesses has put other businesses in touch with
the Commission in hopes that they can join in one of our makers markets or they have
reached out for information on resources. Re-granting to small and local businesses
would provide much needed assistance throughout the county.
.
FHS Agenda Packet Page 201 of 235
B. Target Population(s)
Select the following audience(s) of women and girls your proposal intends to target.
[Select all that apply]:
☒ Low Income
☒ Unemployed or Underemployed
☒ Non or Limited English-Speaking
☒ BIPOC
☒ American Indian/Alaskan Native
☒ Immigrants or Refugees
☒ People with Disabilities
☒ Veterans
☒ LGBTQIA
☒ Unhoused
☒ Rural populations
☒ Underserved Seniors or Young Adults
C. Target Communities
Please identify the footprint of cities and counties your organization proposes to serve
with this application:
COUNTIES CITIES
Contra Costa County Antioch, Brentwood, Clayton, Concord,
Danville, El Cerrito, Hercules, Lafayette,
Martinez, Moraga, Oakley, Orinda, Pinole,
Pittsburg, Pleasant Hill, Richmond, San
Pablo, San Ramon, Walnut Creek
Enter the county name. Enter the city name.
Enter the county name. Enter the city name.
FHS Agenda Packet Page 202 of 235
V. BUDGET
A. Budget Narrative
Describe the budget and how it will support the objectives of your proposal [Max
1,000 words].
Capacity Building
Personnel-Total $0.00
A. The Contra Costa Commission for Women is a Commission of volunteers and does
not currently have any personnel.
Salaries Wages Benefits- Total $15,000
As the Contra Costa Commission for Women does not have or expect to have any
salaried employees in the foreseeable future, however it would be great if we could
afford an intern or two to help us apply for grants or work with the commission on
researching legislation
B. Operating Expenses- Total $35,000
During the pandemic, many women suffered economic losses whether they were
business owners or employed. In 2021, the commission focused parts of its efforts on
identifying women owned businesses and collaborated with stakeholders in the
communities to create a pop-up market event. The commission also helped the
unhoused population by collecting feminine hygiene products, adult diapers,
toiletries, and bottled water, which were donated to Contra Costa County
Department of Housing and Human Services were distributed at the hotels the
County used to house women in need during the COVID-19 crisis.
The commission does not have a permanent meeting space, the space that we
were using was in violation of the Brown Act as it was not accessible to the public.
The Commission is currently looking for event space to host their monthly meetings
when the state allows public meetings again. The Commission will also need money
for IT/technology since meetings are required to be in a hybrid format now. The
commission will need to purchase all of the supplies and be trained in how to use
them. Since the commission intends to host webinars and speaker series, these funds
would help procure the necessary supplies and cover to cost of any location rentals.
Supplies/Materials - $15,000
Location Fees - $20,000
Communications $50,000
The Contra Costa Commission for Women & Girls recently redid their website to make
access to county resources easier to discover. We would like to have ongoing
campaigns to support connection to Contra Costa County women owned
businesses to support the creators, makers, and entrepreneurs of the county where
we can promote any and all female-led businesses.
FHS Agenda Packet Page 203 of 235
The Commission, in an effort to connect more authentically with our community,
would like to add multiple levels of engagement both digitally and via print media.
This includes but is not limited to online Ad campaigns, press releases to promote the
campaign to local media along with potential ad buys, as well as targeted mailers.
To achieve this level of engagement, the commission would like to allocate
$50,000.00 to accomplish our communication goal.
Webpage and email host: $15,000
Google search Ads, social media campaigns are just two of the ways the commission
can better connect with our intended audience.
Google search Ads-$10,000
Social Media Campaigns-$10,000
Print Media, targeted mailers and press releases will allow for us to better reach the
different demographics represented in our county.
Print Media-$2,500
Targeted mailers-$10,000
Press Releases-$2,500
Community Engagement $150,000
The funding would be used to the commission to host makers markets quarterly,
webinars, leadership classes, financial wellness and empowerment, support women
owned businesses and non-profit agencies throughout the county. Funding to
engage the community and increase our outreach is critical to the Contra Costa
Commission for Women and Girls, as the Friends of the Women's Commission that
previously fundraised for commission activities has since disbanded. Without this
funding, the Commission is seeking new funding avenues while maintaining continuity
of operations.
Direct Services $150,000
The money would be used to cover the costs of events hosted by the commission
and also women and girls. This category would allow the commission to host classes
and webinars covering the costs for the attendees. The commission intends to work
with foster youth and women and girls re-entering the community after being in jail.
These funds would allow the commission to host financial seminars, life skills trainings
and educational resources.
Re-Granting $250,000
The CCCWG would like to begin supporting women and girls in our county by
creating scholarships and grants providing more opportunities for growth. The total
cost to fund the three areas of interest is $60,000.00. The categories are;
Create economic opportunities for Contra Costa female business owners with grants
totaling $150,000
Create opportunities for scholarships for Contra Costa female students.
Scholarship(s) totaling $50,000 to be given to 2 female students
FHS Agenda Packet Page 204 of 235
Create grants to issue money to local female-oriented and led nonprofit
organizations
The grants totaling $50,000 would be divided between the nominated nonprofit
organizations
.
B. Cost Sheets
Fill out your proposed budget by using the Exhibit A: Cost Sheet Template
• Salaries includes services performed by staff directly employed by the
applicant and must be identified by position, cost and time spent on
allowable activities for the grant award. Personnel may be salaried or
hourly, full- time or part-time positions.
• Employee Benefits must be identified by type and percentage of salaries. The
applicant may use fixed percentages of salaries to calculate benefits.
• Operating Costs defined as necessary expenditures other than personnel salaries,
benefits, and equipment. The costs must be grant related and be encumbered
during the performance period.
C. Invoices
Disbursement of grant funds occurs in one lump sum upon execution of the Grant
Agreement. The State Controller’s Office (SCO) will issue the warrant (check) to the
Legal Applicant listed in the application. Grantees must submit statements of
expenditures with each progress report according to the scheduled due dates.
Grantees must maintain adequate supporting documentation for all costs claimed
on invoices to substantiate project expenditures.
FHS Agenda Packet Page 205 of 235
VI. TIMELINE OF REQUIRED ACTIVITIES
A. If awarded funds, will the organization be able to participate in the required activities
outlined in the dates provided in this application?
☒ Yes
☐ No
B. Dates
The following dates are a projection at this time and will be finalized as final grantees
awards are administered and the grant program commences.
KEY DATES
1/10/11
Grant Application is released to the public
1/20/22
Technical Assistance Webinar
• Applicants are highly encouraged to participate
2/4/22
Grant Applications are due no later than 4 p.m. PST
2/7/22 – 2/21/22
Grant Review Period by CCSWG
• Applicants must be available to answer questions
2/22/22 – 2/28/22
Grantee award notification period
• Applicants will be notified by email
• Instructions will be provided for any final granting documents required
3/1/22 – 3/4/22
Grants are awarded and activities can commence
March 2022
Women’s History Month required communications and engagement activities
• Specific dates, details and toolkit for participation will be provided
April 2022
Grantee webinar on the Statewide Blueprint
• Specific date and details for participation will be provided
5/1/22
1st Progress Report is due
• Will provide some anecdotal data/testimony to include in the Blueprint
5/11/22
Advocacy Day prep training required for all grantees and partners
5/18/22
Advocacy Day participation required of all grantees
• Date is tentative and grantees will be notified of confirmation
FHS Agenda Packet Page 206 of 235
C. Specialized Trainings
Throughout the course of the 12-month grant award period, CCSWG will be
administering required trainings for grantees, bringing in experts, relevant content and
supportive resources on topics that involve:
• Diversity, equity, and inclusion
• Strategic communications
• Impact reporting
• Tool development and implementation
Final topics will be determined in collaboration with grantees. Confirmed dates will be
provided with advance notice to grantees. Key deliverables and outcomes of training
will be identified with advance notices to grantees.
D. Progress Reports to CCSWG
Report Report Period Due Date
1st Report March1 – April 30, 2022 May 1, 2022
2nd Report May 1 – July 31, 2022 August 1, 2022
3rd Report August 1 – October 31, 2022 November 1, 2022
Final Report November 1 – February 28, 2023 March 1, 2023
*Statements of expenditures will be required with each progress report.
*Progress Report template will be provided once grants are awarded.
FHS Agenda Packet Page 207 of 235
EXHIBIT A: COST SHEET TEMPLATE
Grant Funding Opportunity: Women’s Recovery Response
Organization Contra Costa Commission for Women and Girls
Proposal Title Grant to support women and girls of Contra Costa County
Category of Funding
Budge template cost sheet must be completed for each
individual Category of Funding you are requesting in your
proposal. Select the category of funding for this Cost Sheet.
☒ Capacity Building
☐ Communications
☐ Community Engagement
☐ Direct Services
☐ Re-Granting
Budget Category - Personnel Total $15,000
Salaries/Wages/Benefits
Interns $15,000
Subtotal $15,000
Budget Category – Operating Expenses Total $35,000
Supplies/Materials
Supplies/Materials
Location Fees
$15,000
$20,000
Subtotal $50,000
Budget Category – Subgrants Total
Re-Granting
$0
Subtotal $0
Consultant Services
$0
Project Total $50,000
Indirect Cost Rate Applied 0.0 % Indirect Cost $0
Check one: XX No Indirect State Negotiated Cost Rate* Indirect proposed cost rate
*please attach supporting documentation for required ICR
Grand Total $50,000
FHS Agenda Packet Page 208 of 235
EXHIBIT A: COST SHEET TEMPLATE
Grant Funding Opportunity: Women’s Recovery Response
Organization Contra Costa Commission for Women and Girls
Proposal Title Grant to support women and girls of Contra Costa County
Category of Funding
Budge template cost sheet must be completed for each
individual Category of Funding you are requesting in your
proposal. Select the category of funding for this Cost Sheet.
☐ Capacity Building
☒ Communications
☐ Community Engagement
☐ Direct Services
☐ Re-Granting
Budget Category - Personnel Total
Salaries/Wages/Benefits
Subtotal
Budget Category – Operating Expenses Total
Supplies/Materials
Webpage and email host, google search ads, social media
campaigns, Print media
$50,000
Subtotal $0
Budget Category – Subgrants Total
Re-Granting
Subtotal $0
Consultant Services
$0
Project Total $50,000
Indirect Cost Rate Applied 0.0 % Indirect Cost $0
Check one: XX No Indirect State Negotiated Cost Rate* Indirect proposed cost rate
*please attach supporting documentation for required ICR
Grand Total $50,000
FHS Agenda Packet Page 209 of 235
EXHIBIT A: COST SHEET TEMPLATE
Grant Funding Opportunity: Women’s Recovery Response
Organization Contra Costa Commission for Women and Girls
Proposal Title Grant to support women and girls of Contra Costa County
Category of Funding
Budge template cost sheet must be completed for each
individual Category of Funding you are requesting in your
proposal. Select the category of funding for this Cost Sheet.
☐ Capacity Building
☐ Communications
☒ Community Engagement
☐ Direct Services
☐ Re-Granting
Budget Category - Personnel Total
Salaries/Wages/Benefits
Subtotal
Budget Category – Operating Expenses Total
Supplies/Materials
Event hosting, location costs, feminine hygiene products, etc $150,000
Subtotal $150,000
Budget Category – Subgrants Total
Re-Granting
$0
Subtotal $0
Consultant Services
$0
Project Total $0
Indirect Cost Rate Applied 0.0 % Indirect Cost $0
Check one: No Indirect State Negotiated Cost Rate* Indirect proposed cost rate
*please attach supporting documentation for required ICR
Grand Total $150,000
FHS Agenda Packet Page 210 of 235
EXHIBIT A: COST SHEET TEMPLATE
Grant Funding Opportunity: Women’s Recovery Response
Organization Contra Costa Commission for Women and Girls
Proposal Title Grant to support women and girls of Contra Costa County
Category of Funding
Budge template cost sheet must be completed for each
individual Category of Funding you are requesting in your
proposal. Select the category of funding for this Cost Sheet.
☐ Capacity Building
☐ Communications
☐ Community Engagement
☒ Direct Services
☐ Re-Granting
Budget Category - Personnel Total $0
Salaries/Wages/Benefits
Subtotal
Budget Category – Operating Expenses Total
Supplies/Materials
Event hosting, teaching courses, teacher pay, location costs $150,000
Subtotal $0
Budget Category – Subgrants Total
Re-Granting
$0
Subtotal $0
Consultant Services
$0
Project Total $0
Indirect Cost Rate Applied 0.0 % Indirect Cost $0
Check one: No Indirect State Negotiated Cost Rate* Indirect proposed cost rate
*please attach supporting documentation for required ICR
Grand Total $150,000
FHS Agenda Packet Page 211 of 235
EXHIBIT A: COST SHEET TEMPLATE
Grant Funding Opportunity: Women’s Recovery Response
Organization Contra Costa Commission for Women and Girls
Proposal Title Grant to support women and girls of Contra Costa County
Category of Funding
Budge template cost sheet must be completed for each
individual Category of Funding you are requesting in your
proposal. Select the category of funding for this Cost Sheet.
☐ Capacity Building
☐ Communications
☐ Community Engagement
☐ Direct Services
☒ Re-Granting
Budget Category - Personnel Total $
Salaries/Wages/Benefits
$
Subtotal
Budget Category – Operating Expenses Total
Supplies/Materials
$0
Subtotal $0
Budget Category – Subgrants Total $250,000
Re-Granting
2 Scholarships to foster youth
5 Non-profit organizations
Small Women owned business grants
$50,000
$50,000
$150,000
Subtotal $0
Consultant Services
Project Total $0
Indirect Cost Rate Applied 0.0 % Indirect Cost $0
Check one: No Indirect State Negotiated Cost Rate* Indirect proposed cost rate
*please attach supporting documentation for required ICR
Grand Total $250,000
FHS Agenda Packet Page 212 of 235
FIN1 Form:
Solicit Funds/Apply for Grants
Date:
Commission for Women and Girls:
Commission Chair/Treasurer:
1. Source or Agency providing funds:
2. Amount of funds: $
3. Purpose (s) for which the funds may be used:
4. Time frame in which the funds may or must be used:
5. Condition(s) applicable to the acceptance of funds:
6. Contract Required: YES _____
NO _____
Date:
CAO liaison:
Approve: _____
Reject: _____
FHS Agenda Packet Page 213 of 235
FIN2 Form:
Receipt of Each Gift or Bequest
Date:
Commission for Women and Girls:
Commission Chair/Treasurer:
1. Source or Agency providing funds:
2. Amount of funds: $
3. Purpose (s) for which the funds may be used:
4. Time frame in which the funds may or must be used:
5. Condition(s) applicable to the acceptance of funds:
Date:
CAO liaison:
Approve: _____
Reject: _____
FHS Agenda Packet Page 214 of 235
FAMILY AND HUMAN SERVICES COMMITTEE 9.
Meeting Date:02/28/2022
Subject:Tobacco Retail License and Secondhand Smoke Ordinance Updates
Submitted For: Monica Nino, County Administrator
Department:County Administrator
Referral No.: 112 & 82
Referral Name: Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment & Secondhand
Smoke Ordinance
Presenter: Cedrita Claiborne, Community Wellness & Prevention Director Contact: Enid Mendoza, (925) 655-2051
Referral History:
Referral No. 112 - Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment
The Board of Supervisors approved two tobacco control ordinances in July 2017 to protect youth from tobacco influences in
the retail environment: a zoning ordinance and a tobacco retailer licensing ordinance. Of particular concern were the marketing
and availability of youth-friendly flavored tobacco products, small pack sizes of cigars and cigarillos, and density and location
of tobacco retailers, since these contribute largely to youth exposure to tobacco influences and tobacco use. The tobacco
retailer licensing ordinance required extensive preparation for implementation, and tobacco retailers were required to be
compliant with the new provisions by January 1, 2018.
Health Services Department Public Health staff provided a report to the Board of Supervisors in March 2018 on preliminary
implementation efforts. In November 2019, the Board of Supervisors adopted Ordinance 2019-34 (Sale of Electronic Smoking
Devices and E-Liquids Prohibited) which increased the protections for youth from tobacco influences in the retail environment.
Ordinance 2019-34 was a necessary response to an epidemic rise in youth vaping where young people were vulnerable to
tobacco addiction as well as concerns related to E-cigarette/Vaping Associated Lung Injury (EVALI). The ordinance also
expanded the restrictions on the sale of flavored tobacco in all areas of the unincorporated areas of the County, rather than just
within 1,000 feet of youth-sensitive areas.
At the October 29, 2020 Family and Human Services Committee (FHS) meeting, Public Health staff reported on the
implementation of the newly adopted Ordinance 2019-34, including information on strategies to continue tobacco retailer
licensing and businesses zoning ordinance implementation activities despite the challenges presented by the COVID-19
pandemic.
Referral No. 82 - Secondhand Smoke Ordinance
At the November 13, 2017 Family and Human Services Committee meeting, Public Health presented its annual report on the
implementation of the County’s Secondhand Smoke ordinance with a recommendation that the Committee consider a proposed
ordinance to strengthen the current smoking protections to prohibit smoking inside dwelling units of multi-unit housing,
including condos and townhomes. The Committee accepted the report and recommendations, requested that language be added
to extend smoking restrictions to guest rooms of hotels and motels, and directed staff to forward those recommendations to the
Board of Supervisors for discussion and approval.
The ordinance, titled Smoke-free Multi Unit Residences, was adopted by the Board of Supervisors on March 13, 2018 with
implementation to begin for new and renewing leases on July 1, 2018, and for continuing leases and owner-occupied units on
July 1, 2019. At the request of the Board of Supervisors, Contra Costa Public Health staff provided reports in March 2018 on
preliminary implementation of the ordinances. A follow up report was later presented to the FHS in October of 2018, at which
the FHS asked Public Health staff to send a letter to each City Manager inviting them to model their own city ordinances after
the County's ordinance.
At the October 29, 2020 FHS meeting, Public Health staff reported on the implementation of the Secondhand Smoke
FHS Agenda Packet Page 215 of 235
Protections Ordinance. The report included updates on the implementation of the Multi-Unit Housing Ordinance, compliance
challenges and the technical assistance provided to cities within Contra Costa County.
Referral Update:
Please see the attached reports and presentation slides for updates on the implementation of Tobacco Retail Licensing
Ordinance No. 2019-34 and Secondhand Smoke Protections Ordinance No. 2018-07.
Recommendation(s)/Next Step(s):
CONSIDER accepting the Health Services Department Public Health Division reports on Family and Human Services Referral
Nos. 118 Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment and 82 Secondhand Smoke
Protections Ordinance, and directing staff to forward the reports to the Board of Supervisors for their information.
Fiscal Impact (if any):
There is no fiscal impact.
Attachments
Tobacco Retail License Report
Secondhand Smoke Protections Report
Referral Reports Presentation
FHS Agenda Packet Page 216 of 235
To: Family and Human Services Committee, Contra Costa Board of Supervisors
From: Ori Tzvieli, MD,
Health Officer, Contra Costa County
Public Health Director, Contra Costa Health Services
Re: Annual Report on Implementation of Tobacco Retail Licensing Ordinance 2019 -34
Date: 02/28/22
I.Summary
The Board of Supervisors adopted Ordinance 2019-34 (Sale of Electronic Smoking Devices
and E-Liquids Prohibited) in November 2019 which strengthened protections for youth against
tobacco influences in the retail environment. The alarming rise of vaping among vulnerable
youth who are more susceptible to tobacco addiction, in conjunction with the E-
cigarette/Vaping Associated Lung Injury (EVALI) epidemic made addressing this public health
concern through policies such as Ordinance 2019-34 even more necessary and timely.
In addition to the above, the ordinance expanded restrictions on the sale of flavored tobacco
in all unincorporated areas of the County, as opposed to only within 1,000 feet of youth-
sensitive areas. Contra Costa Health Services’ Tobacco Prevention Program facilitates
implementation of this ordinance through programmatic activities and by supporting the Contra
Costa Sheriff’s Department with enforcement. This report will provide details of
implementation of the Ordinance 2019-34, specifically activities conducted since the last report
made to this committee in October 2020, notwithstanding the challenges presented by the
COVID-19 pandemic.
II.Tobacco Retailer License Ordinance Background
On September 10, 2019, the Board of Supervisors directed Public Health staff to prepare
policy options that would address mounting concerns related to the rapid increase of
use with electronic cigarettes by minors as well as the co-occurring epidemic of serious
lung disease that has been linked to the use of vaping devices.
On November 19, 2019, Public Health staff provided the policy recommendations listed below:
1.Revise Division 445 (Secondhand Smoke and Tobacco Product Control) of the County
Ordinance Code to prohibit the sale of any electronic smoking device or e-liquid that is required
to obtain, but has not yet obtained, a premarket review order from the U.S. Food and Drug
Administration pursuant to the federal Family Smoking Prevention and Tobacco Control Act.
2.Revise Section 445-6.006 of the County Ordinance Code to prohibit the sale of flavored
tobacco products and menthol cigarettes expanding this prohibition to the entirety of the
unincorporated county. Previously, the sale of these products was only prohibited within 1,000
feet of a public or private school, playground, park, or library.
FHS Agenda Packet Page 217 of 235
3. Amend Section 413-4.608 (Retail sale standards - Commercial Cannabis Health Permits) of the County
Ordinance Code to prohibit the sale or delivery of any e-liquid that contains
tetrahydrocannabinol or any other cannabinoid, and to prohibit the sale or delivery of any
electronic smoking device that can be used to deliver tetrahydrocannabinol or any other
cannabinoid in aerosolized or vaporized form.
Public Health’s Tobacco Prevention Program (TPP) Staff partnered with Contra Costa
County’s Department of Conservation and Development, Alcohol and Other Drugs Services
(AODS), the Contra Costa County Office of Education Tobacco Use Prevention Education
Program (TUPE) and community partners to inform community members about the upcoming
policy. The Tobacco Prevention Coalition (TPC) and partners educated members of the
community, especially the youth, on the positive impact of the proposed policy
recommendations. More than 25 community members provided public testimony or wrote
letters of support for the expansion of restrictions of the tobacco retailer license ordinance,
most of which were youth who experienced the negative health effects of vaping amongst their
friends and classmates. Ordinance 2019-34 was adopted by the Board of
Supervisors unanimously on November 19, 2019. Implementation of the amended ordinance
began April 1, 2020.
III.Implementation efforts since October 2020 report to the FHS Committee
Implementation of Ordinance 2019-34
TPP Staff created a comprehensive strategy to inform the retailers and the public of the
upcoming changes on the sale of flavored tobacco and vaping devices in the unincorporated
areas of the County. The strategy includ ed community presentations, social media posts on the
Tobacco Coalition’s (TPC) Facebook and Instagram, and informational mailers that were sent
to all retailers in the unincorporated County.
In February 2021, TPP along with CCHS’s Nutrition and Physical Activity Promotion Project,
HIV/STD Prevention Program, Alcohol and Other Drugs Services Program hosted a “State of
The Retail Environment In Contra Costa County” to share the California Department of Public
Health’s Healthy Stores For A Healthy Community (HSHC) campaign results. TPP
implemented the HSHC survey tool with 383 of the 666 tobacco retailers in Contra Costa. Of
those surveys collected, 183 were analyzed by the CCHS Epidemiology, Planning and
Evaluation team and California Tobacco Control Program.
Following the Town Hall of February 2021, the HSHC Taskforce continues to meet monthly
and based on community engagement and needs assessment, further analyzed data from 13 of
the Bay Point tobacco retailers. The following were the results for Bay Point tobacco
retailers:
FHS Agenda Packet Page 218 of 235
•More than 75% sell flavored tobacco products compared to 23% of tobacco retailers
surveyed sell fresh fruits and vegetables
•Nearly 77% sell alcohol while 15% sell non- or low-fat milk
•100% sell unhealthy items such as chips and sodas
•Only 31% have storefront advertising for healthy products, but 2x more (62%) have
advertising for unhealthy products including tobacco products, alcohol or sugary drinks
•Nearly 23% have ads for tobacco products in kid-friendly locations (either within 3 feet
of candy or below 3 feet)
Additional data collection from the 13 Bay Point tobacco retailers, and other stores in Bay
Point and close to the border (total of 27), is expected to occur between March and May 2022
to engage Bay Point residents and retailers to gather information on the items above and
increase collaboration with store owners. The HSHC Taskforce is expected to hold ‘Bay
Point Town Hall’ to share the findings in May 2022.
Annually TPP works with the Contra Costa County Business License Office and the Tax
Collector's Office to send a mailing that includes a reminder to all tobacco retailers to renew
their business license and any policy change that affects the retailers. In May 2021, the
Business License Office mailed the annual business renewal reminder letters to all 84
tobacco retailers in unincorporated Contra Costa.
Enforcement of Ordinance 2019-34
In previous years, TPP Staff have assisted the Sheriff’s Department in completing compliance
checks. As the impacts of COVID-19 pandemic continued through much of 2021, TPP Staff
delayed in-person activities, such as youth decoy and shoulder tap operations.
However, through funding from the California Department of Justice, TPP was able to perform
local tobacco control policy enforcement activities complementary to those enforcement
activ ities under the purview of the Sheriff’s Department through June 2021.
April 2021 through June 2021, fifty retailers were contacted by phone to participate in pre and
post-test surveys and received educational packets by mail. While roughly 1% participated in
the pre-test which focused on flavored products, legal age of sale, and electronic smoking
devices, 70% of the retailer’s responded to the post-test, with half of those scoring 100%
demonstrating the effectiveness of this alternative strategy in ensuring that retailers are
educated about and understand current tobacco control policies.
A Youth Taskforce was formed through funding from the California Department of Justice and
8 youth/young adults were trained to educate their peers about the negative health effects of
the use of tobacco and tobacco products. Five presentations educating youth about the dangers
of vaping at Diablo Valley College and with community organizations were conducted
between February 2021 and June 2021.
FHS Agenda Packet Page 219 of 235
IV.Technical Assistance to Contra Costa Cities
TPP Staff continue to offer comprehensive technical assistance to Contra Costa cities interested
in considering tobacco control policies that prohibit the sale of flavored tobacco products and e-
cigarettes or vaping devices in order to protect youth from the negative health effects associated
with the use of these products, such as EVALI.
Over the past year, the following cities have either adopted or are considering expanding their
tobacco retail control policies employing the Contra Costa County ordinance as a model:
City Policy Description Date adopted/ Date effective
Antioch Adopt comprehensive tobacco retailer
license with a flavors restriction and a
minimum pack size requirement
Antioch’s City Council directed
staff to develop draft ordinance
(similar to County’s policy) in May
2021/ 1st reading of TRL ordinance
pending
Pittsburg Adopt a comprehensive tobacco retailer
license ordinance inclusive of flavored
tobacco restrictions and a minimum pack
size requirement
Community partners presented to
Pittsburg City Council in May 2021/
Staff has been directed to review and
update all tobacco policies including
SHS and retail in February 2022/
Draft ordinance pending
Danville Prohibits the sale of vaping devices and
electronic smoking devices
February 18, 2020/
March 18, 2020
Concord Adopt comprehensive tobacco retailer
restrictions that are inclusive of flavored
tobacco restrictions and a minimum price
Survey of tobacco products in
Concord tobacco retailers conducted
in December 2021/ Presentation to
Concord Council expected Summer
2022
San Ramon Comprehensive tobacco retail license with
vaping sales restrictions, minimum pack
size, minimum price, tobacco free
pharmacies, no exemptions
San Ramon youth, community
partners, and TPP Staff provided
education to Policy Standing
Committee January 2022/Draft
Ordinance pending (possibly March
2022)
Walnut
Creek
Adopt tobacco retail license with same
exemptions as SB 793 (hookah, pipe
tobacco, and roll your own tobacco leaves
exempt from flavors restrictions)
Adopted November 9, 2021
Implemented April 9, 2022
FHS Agenda Packet Page 220 of 235
Pleasant Hill Adopt flavored tobacco sales restriction
and vaping device sales ban with same
exemptions as SB 793 (hookah, pipe
tobacco, and roll your own tobacco leaves
exempt from flavors restrictions)
Adopted February 7, 2022/
Implemented January 2023,
consideration will be given in March
2022 to revise cigar definition.
V.Technical Assistance on Vaping Policies
On June 26, 2018, the Board of Supervisors adopted cannabis land use Ordinance Nos.
2018-18 and 2018-19 to regulate commercial cannabis activities and personal cannabis
cultivation in unincorporated Contra Costa County, including requiring land use permits
to engage in commercial cannabis activities. Considering the newness of regulating the
commercial cannabis industry and the evolving landscape of cannabis regulation,
Contra Costa Health Services recommended a cautionary approach to local regulation
that emphasizes protections for consumers, the public, and at-risk groups such as youth
and individuals challenged with substance use disorders. In November 2019, Ordinance
2019-34 was introduced and subsequently adopted amending three sections of County
code to bring alignment between County Tobacco Control Policy and Cannabis
regulation. In particular, the provision prohibiting the sale of flavored cannabis products
and any electronic smoking device that contains tetrahydrocannabinol or any other
cannabinoid.
At the request of the Board of Supervisors, in May 2021 and July 2021 TPP Staff provided
reports on the Triangulum between tobacco, cannabis and electronic smoking or vape devices,
current trends in use among youth, and the negative health impacts associated with the use of
vape devices, in particularly among vulnerable populations such as underage youth.
In August 2020, California became only the second state to ban the sale of flavored tobacco
products including flavored electronic cigarettes through SB793. What was expected to be
implemented in January 2021, due the tobacco industry filling a referendum, subsequently
SB793 will be placed on the ballot for November 2022 to let voters decide whether it is to be
implemented. With the support of the Board of Supervisors, the Contra Costa Tobacco
Prevention Program continues to advance tobacco prevention policies and responds to various
requests to provide technical assistance to other local public health departments for both
tobacco and the emerging issue of cannabis, throughout the State, including Alameda, Sonoma,
Santa Barbara, Los Angeles, and San Diego Counties. Technical assistance includes sharing
best practices on the adoption, implementation, and enforcement of local tobacco prevention
ordinances.
VI.Recommendations
Direct staff to track SB 793 referendum, and to keep the Committee informed of any changes
that result in the November 2022 election.
FHS Agenda Packet Page 221 of 235
Staff recommends that the Family and Human Services Committee accept the report and direct
staff to continue to provide updates on implementation of the ordinance as part of staff’s annual
report on the County’s Tobacco Retail Licensing Ordinance.
FHS Agenda Packet Page 222 of 235
To: Family and Human Services Committee, Contra Costa Board of Supervisors
From: Ori Tzvieli, MD
Health Officer, Contra Costa County
Public Health Director, Contra Costa Health Services
Re: Annual Report on Implementation of Secondhand Smoke Protections Ordinance 2018 -07
Date: 2/28/22
I. Summary
The Contra Costa Board of Supervisors adopted Smoke-free Multi Unit Residences Ordinance 2018 -07 on
March 13, 2018, which increased secondhand smoke protections for persons and families living within multiunit
housing. Implementation of Ordinance 2018-07 for new and renewing leases began on July 1, 2018, whereas
for continuing leases and owner -occupied units, implementation would start on July 1, 2019. This brief report
is specific to the continued implementation of the broader Smoke-free Secondhand Protections (Division 445 -
4) and the modified strategies utilized to continue activities as the project continues to be impacted by the
COVID-19 pandemic.
II. Secondhand Smoke Ordinance Background
Across the State of California, and nationally, Contra Costa County continues to be recognized as a leader in
developing and implementing local tobacco control policies. The County’s secondhand smoke protections have
continuously been updated and strengthened by the Contra Costa Board of Supervisors for more than a decade,
with additional policies being adopted in October 2009, October 2010, April 2013, June 2014, July 2017, and
March 2018.
Amendments to the County’s Secondhand Smoke policy (Division 445-4) have expanded secondhand smoke
protections and include the following: requiring all County-owned properties be 100% smoke-free; the
inclusion of electronic smoking devices in defining “secondhand smoke”; and the expansion of 100% smoke-
free multi-unit housing to include condos, townhomes, and the guest rooms of hotels and motels.
III. Implementation of Ordinance 2018-07 Since October 2020 Report
The Smoke-free Multi-Unit Residence Ordinance 2018-07 is implemented through the activities of the
Tobacco Prevention Program for the Public Health Division of Contra Costa Health Services.
As our communities continue to experience unusual circumstances as a result of the COVID -19 pandemic,
many activities normally conducted by TPP have been modified in order to adhere to guidance issued by the
Contra Costa County Health Officer. Since the begi nning of the pandemic TPP Staff have continued to respond
to secondhand smoke complaints received through the TPP online portal and complaint line . The team also
provided education to community members about smoke-free multiunit housing tobacco control policies.
However, staff were unable to conduct site-visits since our last report for signage observations to ensure
adherence to the COVID-19 guidelines.
FHS Agenda Packet Page 223 of 235
TPP Staff made its last report to the Family and Human Services Committee in October 20 20. The following
is a summary of activities conducted November 2020 through September 2021. TPP will be collecting and
analyzing data from October 2021 – December 2021 that will be provided in the next report.
The COVID-19 pandemic initially brought with it an increase in secondhand smoke complaints when the
Contra Costa County Health Officer Orders to shelter in place and limit activities outside of their homes in
March 2020. At the time of our last report, in October 2020, TPP received a total of 49 secondhand smoke
complaints from residents and landlords within the unincorporated areas and ci ties throughout the County
which was double the amount received the previous year. From November 2020 -September 2021, the numbers
have continued to increase following a similar pattern with 92 second-hand smoke complaints being registered
with TPP.
All registered complaints are provided with appropriate resources and a follow-up call or email within 3-5
business days to ensure the health and safety of residents are not compromised due to a lack of adherence to
secondhand smoke tobacco control policies. TPP Staff primarily focus on complaints from the unincorporated
County and making connections to the appropriate department of local jurisdictions outside of the Coun ty’s
purview.
Graph I: Percentage breakdown of number of complaints within 2020-2021
In reviewing the 92 complaints, a significant number of complainants (25%) inquired about the secondhand
smoke violation policy and/or the violation process but did not want provide information regarding their
specific location or they did not respond when staff attempted to communicate with them.
Over half (51%) were secondhand smoke violations within apartment complexes, 32% were in owner -
occupied units such as townhomes and condominiums, and less than 5% came from other multi-unit housing
types such as mobile homes parks, duplexes, etc. Seventy-four percent of the complaints were regarding
Antioch
2%Bay Point
9%Brentwood
1%
Clayton
1%
Concord
13%
El Cerrito
2%
El Sobrante
1%
Hercules
5%
Martinez
8%
Out of County
1%Pacheco
2%Pittsburg
5%
Pleasant Hill
4%
Richmond
5%
San Pablo
3%
Unknown
25%
Walnut Creek
11%
PERCENTAGE OF SFMUH COMPLAINTS
(NOVEMBER 2020 -SEPTEMBER 2021)
FHS Agenda Packet Page 224 of 235
combustible cigarette smoke, while 26% per tained to second-hand smoke from the use of cannabis and
electronic cigarettes devices. TPP staff also received requests for clarification of the ordinance and technical
assistance by landlords and property managers seeking to comply with the ordinance.
IV. Next Steps for Compliance
Due to the impact of COVID-19, inspections were not conducted during this report period, but the
implementation of additional strategies that were recommended in the October 2020 report designed to
strengthen our outreach efforts and increase awareness by informing and educating landlords, property
managers and tenants were implemented from the end of Fall 2020 through the Summer of 2021.
In 2020, in an effort to increase awareness and compliance, a secondhand smoke educational infographic flyer
was distributed to property managers, property owners and operators in English and Spanish at all 5,035 multi -
unit dwelling properties (two or more units such as duplexes, triplexes, condominiums, detached units,
apartment complexes, etc.) in unincorporated county on 03/18/2021. Due to a significant number of inaccurate
mailing addresses, approximately 100-200 flyers were returned to the program without forwa rding addresses.
In addition, the project’s inability to obtain all unit numbers for the larger complexes required TPP staff to mail
SFMUH educational postcards directly to SFMUH property managers, owners and landlords with the request
to have them distributed to residents. These post cards in English and Spanish includes details regarding
compliance, the complaint process and cessation resources.
Resources and downloadable smoke- free signs in 4 languages continue to be available on the CCHS TPP
website. The smoke-free signs highlight that cannabis, vaping, and cigarette smoke is prohibited. Smoke free
signage and decals can be provided upon request to all. The secondhand smoke webpage had 984 page views
and 915 visitors between January 1, 2021, and June 30, 2021. TPP staff plans to update the webpage to include
additional information on other smoke-free MUH policies throughout the county in the future.
Unincorporated SFMUH Media Campaign
Smoke-free messages that focus on reaching residents in unincorporated Contra Costa are posted regularly on
the Tobacco Prevention Coalitions Facebook and Instagram social media platforms in collaboration with TPP
Staff. Over the past year, over 64 educational messages about the harmful health effects of second -hand smoke
associated with the use of tobacco and tobacco devices were posted on Facebook and Instagram. TPP
subcontracted with media consultant Full Court Press to i mplement a media campaign focused on increasing
the viewers knowledge regarding the harms of secondhand smoke, an educational digital ad campaign was
developed and implemented that achieved millions of impressions. A total of 7.8 million impressions were
through digital online platforms, 1.7 million impressions through streaming radio, 585,562 impressions through
the Spanish Tv streaming service Univision and 795 airings on Galavision.
TPP Staff will continue to respond to requests for resources, assistance and information from residents,
property managers and owners by phone and by email. TPP Staff plans to resume auditing and inspecting
properties at random to confirm compliance with the smoke -free multiunit housing tobacco control p olicies
early 2022 if funding is secured for these activities.
FHS Agenda Packet Page 225 of 235
V. Technical Assistance to Contra Costa Cities
As of January 2022, fourteen (14) cities have adopted smoke-free multiunit housing tobacco control policies
into their jurisdictions utilizing the County’s model ordinance. TPP Staff provided technical assistance to these
local jurisdictions to incorporate components of the model ordinance and seeks to inform and educate those
local jurisdictions that have no tobacco control policy in the hopes that they will consider further the many
health benefits for their residents associated with having a in place protective smoke -free multiunit dwelling
policies.
In 2021, most second-hand smoke complaints came from the cities of Concord, Walnut Creek, and Martinez.
TPP staff provided education and resources to community members who filed complaints and forward the
complaint to the appropriate contact in those cities when possible.
Of the 14 cities that TPP Staff provided technical assistance to the Cities of San Pablo, Richmond,
Hercules, Clayton, Walnut Creek, Concord have considered similar smoke-free multi-unit housing policies for
their jurisdictions based on the model provided by the County.
V. Next Steps for Technical Assistance to Contra Costa Cities
TPP Staff plans to continue smoke-free efforts in communities in East Contra Costa in 2022 -2025 to help
expand smoke-free protections to residents in the Antioch and Pittsburg com munities. TPP Staff has made
moderate progress in Antioch and Pittsburg with informing and educating policymakers on the importance of
tobacco retail licensing control policies and additional details will be found in that report.
VI. Recommendations
TPP Staff requests that the Family and Human Services Committee accept the repor t and direct staff to
continue to provide updates on implementation of the ordinance as part of staff’s annual report on Contra
Costa’s Secondhand Smoke Protections Ordinance.
FHS Agenda Packet Page 226 of 235
CONTRA COSTA HEALTH SERVICESDIVISION OF PUBLIC HEALTHTOBACCO PREVENTION PROGRAMANNUAL REPORT
Contra Costa County
Board of Supervisors
Family & Human Services Committee
February 28, 2022
FHS Agenda Packet Page 227 of 235
TOBACCO RETAILER LICENSE
ORDINANCE 2019 -34
The Board of Supervisors Adopted Ordinance 2019-34
(Sale of Electronic Smoking Devices and E-Liquids Prohibited) in November 2019.
Included in the ordinance:
•No sale of flavored tobacco (including menthol)
•No sale of e-cigarette/vaping devices
•Little cigars sold in packs of at least 10
•No new tobacco retailers within 1,000 ft of youth sensitive areas or 500 ft of another retailer
•Prohibits coupons
•Set a cap on tobacco retailers
FHS Agenda Packet Page 228 of 235
Current TRL Policy Landscape
FHS Agenda Packet Page 229 of 235
Technical Assistance
& Enforcement
TOBACCO PREVENTION PROJECT PROVIDES:
•Tobacco Education
•Compliance Checks
•Technical Assistance
FHS Agenda Packet Page 230 of 235
SMOKE FREE MULTI -UNIT HOUSING
A 100% smoke -free multi -unit housing
policy for unincorporated areas within
Contra Costa was adopted on March
13, 2018, implemented through
December 2021.
FHS Agenda Packet Page 231 of 235
SMOKE FREE MULTI -UNIT HOUSING
COMPLAINTS 2020 -2021
FHS Agenda Packet Page 232 of 235
OUTREACH & EDUCATIONSMOKE FREE MULTI -UNIT HOUSING
MEDIA CAMPAIGN
•7.8 million impressions
through digital platforms
•1.7 million impressions
through streaming radio
•585,562 impressions
through Univision Spanish
TV
•795 airings on Galavision
FHS Agenda Packet Page 233 of 235
Current SFMUH Policy Landscape
FHS Agenda Packet Page 234 of 235
Thank You!
FHS Agenda Packet Page 235 of 235